The Role of Servant Leadership and Transformational Leadership in Academic Pharmacy

The purpose of this study is to analyze the relationship between Transformational Leadership, Servant Leadership, Digital Transformation on Organizational Performance and Work Innovation Capabilities. In this study using quantitative methods and data analysis techniques Structural Equation Modeling (SEM) using SmartPLS 3.0 software. This research was conducted in the population in this study were all SMEs in Tangerang City as many as 41,155 SMEs and based on the method of determining the number of samples according to Morgan, the sample units were 380 SMEs. Based on the results of data analysis transformational leadership has a significant effect on Organizational Performance, transformational leadership has no significant effect on Work Innovation Capabilities, servant leadership has a significant effect on Organizational Performance, servant leadership has no significant effect on work innovation capabilities, digital transformation has no significant effect on organizational performance, digital Transformation has no significant effect on Work Innovation Capabilities, organizational performance has no significant effect on work innovation capabilities, transformational Leadership has no significant effect on Organizational Performance through Work Innovation Capabilities, Servant Leadership has no significant effect on Organizational Performance through Work Innovation Capabilities, digital transformation has no significant effect significant to the Organizational Performance through Work Innovation Capabilities.

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Servant Leadership and Commitment: Role of Transformational Leadership

International Journal on Leadership ◽

10.21863/ijl/2015.3.1.002 ◽

2015 ◽

Vol 3 (1) ◽

Cited By ~ 1

Author(s):

Abirami Muthia ◽

Venkat R. Krishnan

Keyword(s):

Transformational Leadership ◽

Servant Leadership ◽

Leadership Styles ◽

Practical Implication ◽

Normative Commitment ◽

The Relationship ◽

Moderating Role

Leadership styles have been found to impact followers affective and normative commitment. The purpose of this study is to analyze the mediating and moderating role of transformational leadership in the relationship between servant leadership and followers affective and normative commitment. Data were collected from 105 employees (49 male, 56 female) of various IT firms located in India. The respondents were asked to rate their supervisors servant leadership and transformational leadership, and their own affective and normative commitment. Results show that transformational leadership fully mediated the relationship between servant leadership and followers affective and normative commitment. We also found that servant leadership enhances followers affective and normative commitment only when transformational leadership is low. A practical implication of the study is that displaying characteristics of servant leadership would be a good start for any leader-follower relationship and for making it more transformational. Once the leader is seen as highly transformational, servant leadership may not enhance followers affective and normative commitment after that. This study adds to the existing literature by checking for both moderation and mediation by transformational leadership in the relationship between servant leadership and followers affective and normative commitment.

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

Sustainability ◽

10.3390/su132011109 ◽

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.

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