scholarly journals Does Transformational Leadership Style effect on Employee Commitment in the Aviation Industry?

2016 ◽  
Vol 11 (12) ◽  
pp. 163
Author(s):  
Nasser Assaf ◽  
Mohammad Al Qudah ◽  
Anas Bashayreh
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Employee Commitment ◽  
Aviation Industry ◽  
Online Surveys ◽  
Non Profit ◽  
The Public ◽  
Multifactor Leadership ◽  
Transformational Leadership Style ◽  
The Relationship

<span lang="EN-US">The purpose of this study is to examine the relationship between perceived transformational leadership style and employee commitment in Royal Jordanian Airlines (RJA). Leadership plays a significant role in all fields of life, including the public, private, and non-profit sectors. The effectiveness of a given leadership style can be appreciated and evaluated based on the level of commitment displayed by followers. Multivariate Analysis of Variance (MANOVA) is the research methodology employed in the RJA’s study. The study utilizes Free Online Surveys link which included the transformational leadership questionnaires part from the Multifactor Leadership Questionnaires (MLQ) and the Three Components Models (TCM) Questionnaires. Results of this study showed a significant relationship between the affective and continuance commitments with the transformational leadership style and insignificant relationship between the normative commitment and the transformational leadership style.</span>

scholarly journals Transformational Leadership Style and Self-Efficacy among Teaching Professionals

2017 ◽  
Vol 4 (2) ◽  
Author(s):  
Rajnee Sharma ◽  
Dr. Shalini Singh
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Self Efficacy ◽  
Multifactor Leadership Questionnaire ◽  
Total Sample ◽  
School Teachers ◽  
Idealized Influence ◽  
Multifactor Leadership ◽  
Transformational Leadership Style ◽  
The Relationship

Our education system has been remoulding rapidly because of modernization. Transformational leadership style leads to favourable changes in those who follow. These leaders put in maximum efforts to increase the level of follower’s awareness for valued outcomes by expanding and elevating their needs and encouraging them to transcend their self-interests. Transformational leadership plays pivotal role in promoting and managing school development by influencing the self-efficacy of teachers. Self-efficacy is one of the four major components of positive psychological capital .School is the first and foremost important platform of education. The present paper makes an attempt to study the relationship between transformational leadership style of principal and self-efficacy of school teachers. For this, a total sample of 120 (n=20 school principals having minimum 7-8yrs. experience and n= 100 school teachers having minimum 5yrs.experience of senior classes) were taken. The ratio was 1:5 (1 principal and 5 teacher from the same school). The scores of 1 principal were assigned to 5 teachers. Teacher self-efficacy scale by Schwarzer, Schmitz and Daytner and Multifactor Leadership Questionnaire by Bass and Avolio were used to measure the above variables. The data were analysed with the help of Correlation and Regression technique. Obtained findings revealed the positive correlation of idealized influence, individualized consideration, contingent reward, management-by-exception and laissez-faire leadership with self-efficacy.

A preliminary study: perceived transformational leadership and work engagement within the South African army

2019 ◽  
Vol 38 (1) ◽  
pp. 53-68 ◽  
Author(s):  
James Dibley ◽  
Rian Viviers ◽  
Llewellyn Ellardus van Zyl
Keyword(s):  
Transformational Leadership ◽  
South African ◽  
Leadership Style ◽  
Work Engagement ◽  
Multifactor Leadership Questionnaire ◽  
The South ◽  
Multifactor Leadership ◽  
Individual Consideration ◽  
Transformational Leadership Style ◽  
The Relationship

The objective of the study is to determine the relationship between the perceived transformational leadership styles of officers (as perceived by their followers) and their followers’ levels of work engagement. Followers (n=307) were identified in units of the South African Army. They completed the Utrecht Work Engagement Scale (UWES) and the Multifactor Leadership Questionnaire (MLQ) (Form 5X) for their specific leaders. Correlational analyses indicate significant correlations between the transformational leadership style of officers and their followers’ work engagement. A small amount of the variance in the work engagement outcomes can be predicted by transformational leadership. The findings suggest that there is a relationship between idealised influence (attributed) and vigour and dedication. Furthermore, individualised consideration was shown to relate to absorption within the South African sample. Idealised influence was found to predict some variance in vigour and dedication and individual consideration to predict some variance in absorption.

scholarly journals MEDIATING ROLE OF EMPLOYEE COMMITMENT IN THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP STYLE AND EMPLOYEE PERFORMANCE

2020 ◽  
Vol 8 (2) ◽  
pp. 624-637
Author(s):  
Shatha A. Mahfouz ◽  
Zainudin Awang ◽  
Habsah Muda ◽  
Ayu Suriawaty Bahkia
Keyword(s):  
Transformational Leadership ◽  
Construction Industry ◽  
Leadership Style ◽  
Significant Influence ◽  
Employee Performance ◽  
Employee Commitment ◽  
Mediating Role ◽  
Transformational Leadership Style ◽  
The Relationship

Purpose: This study intends to highlight the importance of Employee Commitment as a bridge between Transformational Leadership and Employee Performance in the construction companies. Methodology: The respondents were selected randomly from the list of construction workers registered with the construction firms in Jordan. The selected respondents were given a self-administered questionnaire to attend at their own convenient time. The studies employed Structural Equation Modelling in IBM-SPSS-AMOS 24.0 to model and estimate the inter-relationships among the constructs in the study. Result: The results showed transformational leadership has a positive and significant influence on both employee commitment and employee performance. The results also indicated that employee commitment has a positive and significant influence on employee performance. More importantly, the study found that employee commitment partially mediates the relationship between transformational leadership style and employee performance. Applications: The results of his study highlighted the importance of employee commitment in generating their work performance, especially in the construction industry. Novelty/Originality: At present, the study on the mediating role of employee commitment in the relationship between transformational leadership style and employee performance is limited, especially in the construction industry where the employee commitment is extremely important to ensure the project can be delivered on schedule.

scholarly journals Gaya Kepimpinan Transformasi dan Efikasi Kendiri dalam kalangan Pemimpin

2021 ◽  
Vol 13 (2-2) ◽  
Author(s):  
Hafiqah Mohd Hairuddin ◽  
Halimah Mohd Yusof ◽  
Rabeatul Husna Abdull Rahman
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Self Efficacy ◽  
Quantitative Methods ◽  
Pearson Correlation ◽  
Multifactor Leadership Questionnaire ◽  
Empirical Support ◽  
Multifactor Leadership ◽  
Transformational Leadership Style ◽  
The Relationship

  The purpose of this study is to identify the relationship between transformational leadership style and self-efficacy among leaders. Eighty leaders at a government agency in Johor Bahru were involved as the respondents. Quantitative methods were used for this study by using a set of 25-item questionnaires on transformational leadership style and self-efficacy. The Multifactor Leadership Questionnaire (MLQ) founded by Bass and Avolio (1992) was used to measure the transformational leadership styles, while the self-efficacy scale developed by Chen, Gully and Eden (2001) were used to measure the respondents’ self-efficacy. Data were analysed using descriptive statistics and inferences by using the Statistical Package for Social Science (SPSS) version 21. Overall, the results showed that the transformational leadership style among the respondent is at moderate level. The findings also showed that the respondents' self-efficacy level is high. Meanwhile, the Pearson Correlation analysis showed that there is a moderate and positive relationship between the transformational leadership style and leader’s self-efficacy. In conclusion, it was found that the transformational leadership style is related to leader’s self-efficacy. This findings from this research can be used as an empirical support for future studies in the leadership and self-efficacy field among leaders in government agencies di Malaysia.

Transformational leadership and organizational citizenship behavior: Mediating role of affective commitment

2017 ◽  
Vol 13 (3) ◽  
pp. 373-382 ◽  
Author(s):  
Ye Hoon Lee ◽  
Boyun Woo ◽  
Yukyoum Kim
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Affective Commitment ◽  
Citizenship Behavior ◽  
Head Coaches ◽  
Citizenship Behaviors ◽  
Transformational Leadership Style ◽  
The Relationship

The purpose of this study was to examine the relationships between transformational leadership style, affective commitment, and organizational citizenship behavior in the athletic director–coach relationship. This study particularly focused on the mediating effect of affective commitment on the relationship between transformational leadership and organizational citizenship behavior. Athletic head coaches in NCAA Division II programs ( N = 244) completed the questionnaires measuring perceptions of the transformational leadership style of their athletic directors, their affective commitment, and organizational citizenship behavior. The results revealed that perceived transformational leadership was positively associated with affective commitment, which, in turn, was positively associated with organizational citizenship behaviors. Further, the result of this study supported full mediation among the proposed variables in that affective commitment served as the underlying psychological mechanism in the relationship between transformational leadership and organizational citizenship behaviors. Implications for athletic departments in fostering head coaches’ affective commitment and organizational citizenship behavior were discussed.

The relationship of leaders’ humor and employees’ work engagement mediated by positive emotions

2016 ◽  
Vol 37 (8) ◽  
pp. 1083-1099 ◽  
Author(s):  
Ashita Goswami ◽  
Prakash Nair ◽  
Terry Beehr ◽  
Michael Grossenbacher
Keyword(s):  
Transformational Leadership ◽  
Positive Affect ◽  
Leadership Style ◽  
Work Engagement ◽  
Positive Emotions ◽  
Content Type ◽  
Transformational Leadership Style ◽  
Relationship Of ◽  
Affect At Work ◽  
The Relationship

Purpose The purpose of this paper is to examine affective events theory (AET) by testing the mediating effect of employees’ positive affect at work in the relationships of leaders’ use of positive humor with employees’ work engagement, job performance, and organizational citizenship behaviors (OCBs); and the moderating effect of transformational leadership style on the relationship between leaders’ use of positive humor and subordinate’s positive affect at work. Design/methodology/approach Data were obtained from 235 full-time employees working for a large information technology and business consulting corporation. Moderated mediation (Hayes, 2013) was performed to test the proposed model. Findings Leaders’ positive humor was related to creation of subordinates’ positive emotions at work and work engagement. Positive emotions at work did not mediate between leaders’ humor and performance or OCBs. In addition, leaders’ use of transformational leadership style made the relationship between leaders’ positive humor and employees’ positive emotions at work stronger. Research limitations/implications This study provides evidence of the positive relationship of leaders’ positive humor with employees’ positive emotions at work and work engagement. Such knowledge may help to inform the training workshops in humor employed by practitioners and potentially create a more enjoyable and fun workplace, which can lead to greater employee engagement. Originality/value AET helps explain effects of leader humor, but the effects of are complex. Leader’s use of even positive humor is most likely to have favorable effects mainly depending on their leadership style (transformational) and if their humor successfully leads to positive emotions among employees.

scholarly journals Transformational Leadership, Task-Involving Climate, and Their Implications in Male Junior Soccer Players: A Multilevel Approach

2019 ◽  
Vol 16 (19) ◽  
pp. 3649 ◽  
Author(s):  
Octavio Álvarez ◽  
Isabel Castillo ◽  
Vladimir Molina-García ◽  
Inés Tomás
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Soccer Players ◽  
Mediation Effects ◽  
Individual Level ◽  
Extra Effort ◽  
Transformational Leadership Style ◽  
The Individual ◽  
The Relationship ◽  
Outcome Criteria

Despite the well-known positive consequences of transformational coaches in sport, there is still little research exploring the mechanisms through which coaches’ transformational leadership exerts its impact on athletes. Multilevel SEM was used to examine the relationship between coaches’ transformational leadership style, a task-involving climate, and leadership effectiveness outcome criteria (i.e., players’ extra effort, coach effectiveness, and satisfaction with their coach), separately estimating between and within effects. A representative sample of 625 Spanish male soccer players ranging from 16 to 18 years old and nested in 50 teams completed a questionnaire package tapping the variables of interest. Results confirmed that at the team level, team perceptions of transformational leadership positively predicted teams’ perceptions of task climate, which in turn positively predicted the three outcome criteria. At the individual level, players’ perceptions of transformational leadership positively predicted teams’ perceptions of task climate, which in turn positively predicted teams’ extra effort and coach effectiveness. Mediation effects appeared at the team level for all the outcome criteria, and at the individual only for extra effort. Transformational leadership is recommended to enhance task climate, in order to increase players’ extra effort, their perceptions of the effectiveness of their coach, and their satisfaction with his/her leadership style.

scholarly journals Transformational Leadership Facilitates Innovation Capability: The Mediating Roles of Interpersonal Trust

2018 ◽  
Vol 9 (3) ◽  
pp. 1 ◽  
Author(s):  
Lei Hui ◽  
Sengphet Phouvong ◽  
Le Ba Phong
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Interpersonal Trust ◽  
Business Environment ◽  
Structural Equations ◽  
Innovation Capability ◽  
Employee Trust ◽  
Transformational Leadership Style ◽  
Using Data ◽  
The Relationship

Innovation capability is widely accepted as an important means to attain sustain competitive advantage for firms before the rapidly changing of business environment and increasingly competitive pressure. The main goal of this study is to explore an effective way to successfully improving innovation capability for firms based on examining the relationship between transformational leadership style, interpersonal trust, and innovation capability of Vietnamese firms. The authors apply Structural Equations Modeling (SEM) to test the impacts of transformational leadership, interpersonal trust on innovation capability by using data collected from 195 participants in Vietnamese firms. The result revealed that transformational leadership and interpersonal trust significantly affect innovation capability. In addition, interpersonal trust mediates the relationship between transformational leadership and innovation capability. The findings highlights the need of practicing transformational leadership to foster employee trust and finally to enhance innovation capability for firms. The findings of this study contribute to filling the theoretical gaps which call for research on antecedent factors of innovation capability.

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