Is “Individual Focused” Leadership More Effective And Satisfying Than “Group Focused” Leadership! An Empirical Research

Purpose- The purpose of this paper is to explore the relationship between individual focused and group focused Transformational Leadership and outcomes measured in terms of extra effort, effectiveness and satisfaction through an empirical survey in three Indian industry segments. Transformational leadership is a leadership form which is fully evolved. Leadership is essentially motivating others but not coercing them. The focus of transformational leadership is to change the thought process of the followers to enable them to contribute their might for the organization instead of seeking rewards from the organization. Transformational leadership was explained in detail by James M Burns and was further elaborated by Bass and Avolio as consisting of five leadership constructs ie idealized influence related to the leader’s behaviors, idealized influence related to the leader’s attributes, inspirational motivation, intellectual stimulation, and individualized consideration. Process- Correlation between Transformational leadership and its impact in motivating people has been an interesting subject to evaluate. Bass and Avolio developed MLQ ( Multi factor leadership questionnaire ) to carry out such a study. This survey was carried out in a large Indian Paper and Paperboard manufacturing division, a tobacco division and an agri division of an enterprise of repute in which about 326 managers participated and the survey findings were subjected to statistical analysis. Findings-Transformational leadership is reputed to enhance employee satisfaction, motivation, technological innovation, and leader effectiveness ratings. While all of these have been proved by the survey quoted above, it was interesting to note the relationship between Individual focused leadership and Group focused leadership and the outcomes measured in terms of extra effort, effectiveness and satisfaction. Research limitations-In the empirical survey carried out, participants were males which is a limitation caused by non availability of lady managers. Originality/value-The current research compared the individual constructs of the Leadership style in terms of Individual focused leadership and Group focused leadership and each of the outcomes in detail and established their relationship.

The Impact Of Transformational Leadership In Burnout Of Nurses And Doctors In A Public Hospital Of Mexico

This study analyzes the relationship between supervisors’ leadership styles and subordinates’ experience of burnout. We tested relationships between transformational, transactional and non leadership styles and facets of burnout (i.e., emotional exhaustion, depersonalization and reduced personal accomplishment), using the Bass and Avolio and Maslach Models, while controlling for subordinates’ demographics and hierarchical level. We applied the MLQ and MBI questionnaires to a sample of 102 employees in a Mexican Public Hospital to Doctors and Nurses. Our Structural Equations Models determined that inverse significant correlations were found between the different leadership subscales and burnout, excepting with those of the Laissez Faire, being positive. The theoretical and empirical findings of previous studies of the Model of Bass and Avolio, as well as of the Model of Maslach were reaffirmed; the subscale of depersonalization was eliminated. The reliability coefficients Alpha of Cronbach were higher than, 70 in all the variables.

Transformation Of Managerial Skills Of Engineers

This article argues that there is a difference in leadership styles between experienced and inexperienced engineers in South Africa. It was found that experienced engineers are more transformational and more transactional than inexperienced engineers. To demonstrate this in the study, the researcher uses the Multifactor Leadership Questionnaire (MLQ) of Bass and Avolio (1995) to identify leadership style. The argument is substantiated by the results of a statistical analysis of leadership style administered to 85 experienced and inexperienced engineers in total. OpsommingHierdie artikel debateer die verskil in leierskapstyle tussen ervare en onervare ingenieurs in Suid-Afrika. Dit is bevind dat ervare ingenieurs meer transformasioneel en meer transaksioneel is wanneer vergelyk word met onervare ingenieurs. Om hierdie studie te demonstreer, het die navorser gebruik gemaak van die Multifaktor Leierskapvraelys (MLV) van Bass en Avolio (1995) om leierskapstyl te identifiseer Die argument word verder ondersteun deur die resultate van statistiese analise van leierskapstyl wat uitgevoer is op 85 deelnemers, beide van ervare en onervare ingenieurs in totaal.

Executive Leadership in Australian Small Business

This study represents the first in-depth investigation of leadership in Australian small businesses (fewer than 100 employees) and was based on a nationwide sample of 655 executives. The Multifactor Leadership Questionnaire — MLQ (Bass and Avolio, 1997) was used to examine transformational, transactional and laissez-faire leadership and the outcomes of extra effort and effectiveness. Significant differences among subgroups were identified according to gender, experience and level of seniority. This study is important for establishing new benchmarks for Australian small business leadership as perceived by executives themselves. Implications and directions for further research are examined.