Leadership Styles and Employee Engagement: A Field Study at a Qatari Public Corporation: الأنماط القيادية وتأثيرها على الانغماس الوظيفي: دراسة ميدانية في مؤسسة عامة قطرية

The current study explored the relationship between leadership styles and employee engagement in the case of a Qatari public corporation. Survey research method was used in the research. In order to meet the research objectives, an online survey questionnaire was developed and distributed to a simple random sample of 294 employees. Descriptive and analytical statistical techniques available in SPSS were used to analyze the data of the 125 returned surveys. The results of the current study revealed that: (1) about 75% of the respondents are engaged in their work, (2) employees perceive their supervisors as transformational leaders rather than transactional leaders. Nonetheless, employees perceive their supervisors as neither pure transformational leaders nor pure transactional leaders, (3) there is strong and positive correlation between employee engagement and both transformational and transactional leadership styles. However, the correlation between transactional leadership and employee engagement was stronger than the correlation between transformational leadership and employee engagement. Based on that it is recommended to: (1) encourage supervisors to mix both transformational and transactional leadership styles by considering the situation and the nature of the task assigned to employees, (2) take action to develop leadership skills and behaviors, (3) show recognition for employee contributions and efforts, (4) strengthen the relationships between employees and their supervisors. In conclusion, it is important to develop strategies and practices to enhance employee engagement. One of the key factors in doing so is the development of leadership styles and behaviours.

Transformational or Transactional: Leadership Style Preferences During Covid-19 Outbreak

The role of leadership is crucial to measure and enhance employees' performance, and job satisfaction. Employee performance is directly proportional to the supervisor's behavior and their affiliations with the employees but the type of leadership style needs to be specifically evaluated aligning with the nature of employees. The purpose of applying leadership style is to extract realistic behavior of employees and their expected behavior concerning supervisors’ behavior. Meanwhile, COVID-19 has left an immense psychological impact on employees which directly affects their attitudes, behavior and makes them more apprehensive towards tasks that cause more job efforts and build additional trust. The concept of conducting this research is based upon the sampling approach restricted to the private sector. The sample size for the study consisted of 243 responses collected through a convenient sampling technique. To analyze the data regression was applied using the SEM-PLS method. The empirical findings underscored that transactional leadership style enhances employees’ motivation and it has more influence on employee performance as compared to transformational leadership because transactional leaders motivate followers to perform at higher levels, to exert greater effort, and to show more work commitment.

A Study on the Relationship Between Emotional Intelligence, Leadership Styles and Perceived Leadership Effectiveness in Bhutan

Effective leadership is the key in every organization to face the challenges of an organization in the dynamic twenty-first century. Past studies have revealed the relationship between emotional intelligence, leadership styles and leadership effectiveness in different cultures and countries, but there is no evidence of a study in the Bhutanese context. Hence, this study is aimed at understanding the relationship between emotional intelligence, leadership styles and perceived leadership effectiveness of financial institution supervisors in Bhutan. This quantitative research is conducted with a sample of 265 supervisors using Trait Meta-Mood Scale that measures emotional intelligence and Multifactor Leadership Questionnaire (MLQ5X); it also measures leadership styles of leaders in three cities, namely Thimphu, Paro and Phuentsholing. The findings of the study showed that there is a significant relationship between leadership styles and perceived leadership effectiveness and also between emotional intelligence and perceived leadership effectiveness. The implication of the findings is that emotional intelligence acts as a partial mediator for transactional leaders in making them effective but a full mediator for transformational leaders in making them effective. Further studies should be conducted in other organizations in order to generalize the findings in the context of Bhutan. These findings will help in further research in the field of emotional intelligence, the interrelationship of emotional intelligence with leadership styles and perceived leadership effectiveness, especially in the context of Bhutan.

Sustainable Leadership Practices

The chapter explains in detail the importance of leaders in an organization. The chapter also brings to light what extent the leader's contribution plays in employee retention in an organization. The two categories of leadership, such as transformational and transactional leaders, have been discussed in detail along with to what extent the transformational and transactional leaders support an organization in retaining their employees. As attrition is a burning issue in the present corporate world, it's the utmost responsibility of the leader in retaining the employees of their organization. There is a famous saying when an employee leaves an organization they are not quitting the management they are just quitting their boss.

Effect of Emotional Intelligence and Leadership Styles on Risk Intelligent Decision Making and Risk Management

In today’s world, uncertainty abounds. It is therefore incumbent on managers to take decisions using unbiased considerations in dealing with organizational risks. Often, risk decisions are replete with assumptions and biases, leading to incorrect decisions. Leaders who apply emotional intelligence (EI) skills are better poised to challenge internal biases and assumptions to improve decision-making, but limited empirical evidence exists that accounts for the nexus between EI, leadership styles and risk perceptions of managers. The purpose of the paper was to explore the relevance of the theory of EI in risk-based decision-making, while comparing various leadership styles. The research adopted a questionnaire survey administered to 173 employed individuals. The research hypotheses analyzed the mediating roles of EI and leadership styles in risk perceptions using ‘t’ statistic and where applicable, Chi-square testing. The results of the analysis confirmed the role of EI in filtering deleterious internal biases and confirmed EI’s presence as a success factor in leadership and decision-making. Transformational leaders are, however, more emotionally intelligent and less biased. These attributes allow for the generation of a suitable risk attitude and enhance risk-intelligent decisions as compared to transactional leaders. This study, while being descriptive, is exploratory in nature and opens pathways for further targeted research based on specific EI abilities or traits and various situational risk attitudes.

PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN KEPEMIMPINAN TRANSAKSIONAL TERHADAP KOMITMEN ORGANISASI DENGAN ORGANIZATION CITIZENSHIP BEHAVIOR SEBAGAI VARIABEL INTERVENINGPADA SEKRETARIAT DPRK BIREUEN

This study aims to determine how much influence the Tranformational Leader and Transaktional Leader throuch Organization Citizenship Behavior (OCB) and its impact on the employee Organization Commitment of Sekretarit DPRK of Bireuen District.The data used in this reseach is primer data with 70 responden. Analisis methode using path analisys withStatistical Pacge for for Social Science (SPSS). The result showed Transformational Leader and Transactional Leader affect on Ornazational Commitment. Organizational Citizenship Behavior (OCB) have significant positive effect on Ornizational Commitment. Ornagizational Citizenship Behavior (OCB) of mediated transformational commitment and Organizational Citizenship Behavior (OCB) fully mediates transformasional relationships toward organizational commitment. Keyword : Transformational Leaders, Transactional Leaders and Employee Performance, Organization Citizenship Bihaviour

Leadership strategies and internal communication in public organizations

PurposeLeadership can cultivate shared understandings of goals within organizations. Transformational leaders engage in vision-sharing, whereas transactional leaders apply contingent rewards and sanctions. To set the stage for better performing organizations, public managers could lead in ways to improve the communication that flows internally in public organizations, defined as the internal communication performance. Previous studies have linked transformational leadership with internal communication performance in public organizations, but no studies have considered the broader array of leadership strategies and their combination. The purpose of this study is to assess the strength of the relationship between different forms of leadership (transformational and transactional) and internal communication.Design/methodology/approachThe study is based on a balanced panel dataset of 751 employees.FindingsThe analysis corroborates the existing findings of a relationship between transformational and internal communication, and it identifies a relationship between transactional leadership through verbal rewards and internal communication.Originality/valueIn so doing, the study brings new insights to our understanding of how leaders in public organizations can improve the internal communication in their organizations, which has been linked to, among others, how employees themselves perceive the red tape and performance within public organizations.

Transformational Leaders and Ideological Shifts

The role of leadership in Indian politics is not well understood. Often Indian politicians, in line with the thesis that India is a patronage democracy, are presented as transactional leaders who win votes and elections by promising voters private or club goods. Transactional leaders are important to help citizens navigate an opaque state and deeply hierarchical bureaucracy, but their ability to mobilize votes on the national canvas is overstated as is their impact on the party system. We show that leaders who succeed in projecting themselves as transformational politicians who offer clear and distinct ideological visions with respect to the politics of statism and the politics of recognition, have been responsible for the large shifts in India’s party system. Transformational leaders are important because they can hold the party organization, make cross-cutting coalitions, energize vote mobilizers and increase turnout for the party.

The influence of the chief audit executive’s leadership style on factors related to internal audit effectiveness

Purpose The purpose of this paper is to investigate the relationship between the leadership style of a chief audit executive (CAE) and the perceived effectiveness of the internal auditing (IA) function that he/she leads. Perceived IA effectiveness is based on identified attributes in the literature influencing IA effectiveness. The aim of this paper is thus to expand the IA effectiveness debate by adding individual differences in CAEs’ leadership styles as a research focus. Design/methodology/approach A quantitative approach is followed. A survey was conducted on a sample of 58 IA students enrolled in a master’s degree programme at a South African university; all students hold senior positions in IA. Findings The study confirms that the CAE leadership style significantly influences the identified attributes of perceived IA effectiveness. It further shows that the traditional conceptualisation of leadership (as transformational, transactional and/or laissez-faire) might not be appropriate for or compatible with leaders of professional teams in a regulated environment. Practical implications Practically, the study identifies and explores attributes influencing IA effectiveness that are within the purview of the CAE’s leadership style and within his/her ability to influence. This information could (re)direct leadership development training programmes presented in industry and by the Institute of Internal Auditors (IIA), and at organisational level, it could inform appointment and retention and succession practices for heads of and senior management in IA. Social implications CAEs are cautioned about the limitations imposed by laissez-faire leadership on IA effectiveness. They should strive to become both transformative and transactional leaders as it has a significant influence on the effectiveness of their IA functions, and by being more effective, they can demonstrate the value proposition of IA. Organisations need to create the environment in which CAEs can act as transformational and transactional leaders. The IIA, as the pre-eminent professional body, could become involved in developing leadership skills of its members. The IIA could provide guidance on leadership styles for CAEs and could also offer formal training initiatives to internal auditors on skills needed to lead IA teams. Originality/value This paper may open a new research area in IA effectiveness by focussing on the role and leadership qualities of the CAE.