The Impact of Environmental Sustainability and Financial Resources Utilization on Firm Financial Performance: The Mediating Role of Leadership Styles

The paper aims to explore the impact of environmental sustainability and financial resources utilization on a firm’s financial performance through the mediation of leadership style in the manufacturing sector of Pakistan. First, a conceptual framework is devised among the relationship of exogenous and endogenous variables and the hypotheses are examined conferring to the relationships in the conceptual framework. Data is collected using a questionnaire from a sample of 47 registered manufacturing firms (Chemical, Pharmaceuticals). Then, the study is supported by neoclassical theory, resource-based theory, and financial slaked theory, multiple regression analyses are implemented with the data analyzed by the partial least square equation. The research results indicate that the utilization of financial resources has a positive relationship with firm financial performance. In the short run, the adoption of environmental sustainability is negatively related to the firm financial performance with a transactional leadership style, but in the long run, it will give positive impacts on the firm financial performance with transformational leadership. The comparative analysis of Leadership styles showed that transactional leadership style mediates better results than transformational leadership for the manufacturing sector of Pakistan. The study affords the modern ways, provides new insights to organizations, top management, and policymakers for the implementation of environmental sustainability and leadership skills for enhancing firm performance.

Commitment in the German Banking and Consulting Industry: Influence of Different Leadership Styles on Employee Commitment

Purpose: The success of a firm often largely depends on its employees. Therefore, we propose and test the possibility of influencing affective and normative commitment by transactional, transformational, and passive leadership styles. Implications: Demographic change is progressing slowly but steadily; here lies the crucial point. Our results show that only transformational leadership influences the commitment dimensions positively. That can help make the best use of scarce human resources to remain competitive in the long term. Originality/Value: The article provides new information concerning the relationship between transformational and transactional leadership style and their influence on commitment within the banking and consulting sector of the German service industry. It highlights the need for further research into this topic across industries and demographics. For cross-cultural (USA-Germany) comparisons, the article might help to understand differences and trends within globalization. Methodology: To address this question, we conducted interviews with 197 employees of the financial service sector in Germany to confirm the relationship between leadership styles and employee commitment. In order to verify and extend previous research, we planned an explanatory study. We used the multiple regression analysis to examine this relationship. Findings: The results provide new evidence for German participants, which show (1) that transformational leadership is the “optimum” to facilitate commitment and is completely decoupled from the other leadership styles. (2) Preliminary studies revealed a preference toward transactional leadership, which correlated positively with affective and normative commitment. The present study cannot confirm this correlation. (3) Passive leadership correlates negatively with commitment, which indicates that the avoidance of passive leadership is essential. In sum, the correlation for different leadership styles (except transactional leadership style) is higher than in the preliminary studies. This indicates that the relationship between leadership styles and affective and normative commitment is exceeding the assumptions.

Pengaruh Gaya Kepemimpinan Transaksional, Penempatan Kerja dan Iklim Kerja Terhadap Kinerja Karyawan

The problem of the quality of human resources is the most important part for every company, both government and private. This study aims to analyze and explain the effect of transactional leadership style on employee performance, job placement on employee performance and work climate on employee performance. This research is located at PT.Bank Modern Express Ambon. The research population is all permanent employees of PT.Bank Modern Express Ambon. The sample used is 94 people, using the saturated sampling technique. Multiple linear regression analysis methods. The results of the study prove that transactional leadership style with contingent reward indicators, active expectations management indicators, passive exception management indicators, have a significant positive effect on the performance of PT. Modern Express Bank Ambon. Work placement with indicators of education, skills, and physical and mental health has a significant positive effect on the performance of employees of PT. Modern Express Bank Ambon. Work climate using indicators of compensation, cooperation, work suitability, division of tasks, and organizational policies have a significant positive effect on the performance of employees of PT. Modern Express Bank Ambon.

Transactional leadership and success of international development projects (IDP): mediating effects of cooperative style to conflict resolution and team potency

Purpose This study aims to examine the mediating role of cooperative style to conflict resolution and team potency in the relationship between transactional leadership style and the success of international development projects (IDP). The study draws on full range leadership theory and contextualizes transactional leadership style to the IDP environment. Design/methodology/approach A questionnaire survey was administered to a convenience sample of 111 IDP managers in Benin. The data obtained from the survey were subjected to principal component analysis using the SPSS and confirmatory factor analysis using XLSTAT-PLSM. The research hypotheses are tested according to the partial least squares method. Findings The hypothesis test shows that transactional leadership has a direct and indirect positive influence (through team potency) on the success of IDP. Contrary to the cooperative style of conflict resolution, team potency plays a partial mediating role in the relationship between transactional leadership and the success of IDP. Also, considering the effect of the specific dimensions of transactional leadership on the success of IDP, only the “active management by exception” dimension influences directly and indirectly (through team potency) on the latter. Practical implications As a result, this research is of great value to IDP managers who are aware of the positive consequences associated with transactional leadership without knowing the role played by its dimensions. Indeed, it provides them with information necessary to identify the appropriate transactional leadership behaviors to improve the success of projects. Originality/value The relevance of this study is to consider team potency as intermediary mechanisms between transactional leadership and the success of IDP and examine the effect of the dimensions of transactional leadership on the success of IDP by integrating the mediating action of team potency. Besides, this research highlights a mechanism through which transactional leadership influences the success of IDPs and shows that the use of the construct of transactional leadership rather than its specific dimensions does not capture the specificities of the mechanism that links transactional leadership and its consequences.

Relationship between Leadership Styles and Job Satisfaction in Tanzania Public Sector

Tanzania public sector has been undergoing various reforms to improve public service delivery and employee satisfaction. The government has been trying to improve employee welfare and create conducive work environment for the public servants. Despite the efforts, job satisfaction levels of staff in the Tanzania public sector are generally low and unsatisfactory. The study examined the relationship between leadership styles and job satisfaction in Tanzania public sector. The study intended to achieve two specific objectives. The first objective was to examine the relationship between transformational leadership style and employee job satisfaction. The second objective was to examine the relationship between transactional leadership style and employee job satisfaction. The study used Morogoro Municipal Council as a case study from which data were collected by using a close ended questionnaire from 92 respondents. Descriptive and inferential statistics were employed. The study found that job satisfaction was average among the respondents with mean value of 3.04. Comparatively, transactional leadership mean value was higher (Mean=4.14) than that of transformational leadership (mean=3.28). Regression analysis showed that both transactional leadership style (β=0.585, p=0.000) and transformational leadership (β=0.032, p=0.001) were found to be significant predictors of job satisfaction. The results showed that transformational leadership style had a stronger relationship with job satisfaction than transformational leadership style.

Transformational Leadership, Transactional Leadership, and Employee Performance

This paper aims to investigate the relationship between independent and dependent variables. First relation between transformational leadership and employee performance. The second relation discuss in this paper between transactional leadership and employee performance. Researcher dependent on previous studies to conduct this research. Based on the previous studies reviewed and discussed, the results showed that the transformational leadership style has weak positive role effect on the employee performance inside organisations that they work in. However, the result of previous studies on the transactional leadership style refers to the strong positive role on employee performance in organisations that they work in. Leaders have to enhance the role of transactional leadership styles in organisations that they manage them, to improve and develop the relationship between them and their subordinates in to increase the performance of their employee. Leaders should not follow the transformational leadership style because the results of previous studies are refer to a weak positive role on employee performance , and need more studies on transformational leadership to prove the role of it in different cultures and organisations. For further research in this scope, researcher recommended to conduct research in different cultures or organisations to determine leadership style has strong positive role on employee performance beside transactional leadership.

PENGARUH GAYA KEPEMIMPINAN TERHADAP KINERJA PERSONEL POLSEK SEDAYU

The objectives of this study were to: 1) determine whether there is an effect of transactional and transformational leadership styles on the performance of the Sedayu Police personnel either partially or simultaneously. 2) knowing the most dominant leadership style on the personnel performance of the Sedayu Police. The research approach used in this research is quantitative methods using survey methods with descriptive analysis and multiple linear regression. The results showed that 1) There is a positive and significant influence between leadership style (X1) on the performance of the Sedayu Police personnel (Y). 2) there is a positive and significant influence between the leadership style (X2) and the personnel performance of the Sedayu Police (Y). 3) there is a joint influence of the variable variable transactional leadership style (X1) and transformational leadership style (X2) on the performance of the Sedayu Police personnel (Y). 4) The most dominant variable with the personnel performance of the Sedayu Police (Y) is the transactional leadership style

EFFECT OF LEADERSHIP STYLE ON EMPLOYEE ENGAGEMENT WITH MOTIVATIONAL FACTOR AS MEDIATOR

This study aims to extend the literature by examining the mediating effect of motivational factors between the relationship of leadership styles and employee engagement in the Readymade Garments (RMG) industry in Bangladesh. The study is used Herzberg’s two-factor theory and full range leadership theory. Using the deductive approach and quantitative technique, the study has collected data from 387 employees of the RMG industry via a closedended researcher-administered questionnaire. The findings show that intrinsic and extrinsic motivational factors, as well as transactional leadership style, have a significant effect on employee engagement in the RMG industry. Motivational factors (intrinsic and extrinsic) mediate the relationship between the relationship of leadership styles (transformational and transactional) and employee engagement. It is suggested that the industry should focus on transactional leadership style and motivational factors for filling the ambitious target in the future.

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.

The Role of Transformational and Transactional Leadership as Predictors of Organizational Citizenship Behavior in Education System

The purpose of this study is to investigate the impact of Transformational and Transactional Leadership on Organizational Citizenship Behaviors (OCBs) among secondary school Teachers. The survey conducted among Teachers in Eight Secondary schools located in the Heet City of Iraq. The study utilized the questionnaire as a tool to collect the data. Likewise, the study employed a stratified technique sample due to the different number of teachers in each school. However, to ensure equal distribution, the stratified technique was more suitable for this study. 174 valid questionnaires analyzed by analysis of moment structures (AMOS). The results indicated both leadership style, Transformational and Transactional had a positive and significant impact on OCBs. However, the results showed that transformational leadership more essential to enhance the OCBs among teachers than the Transactional leadership style.