Actual and expected transactional and transformational leadership behaviors of project managers

In order to ensure that construction team works toward the desired objective, it is important for a project manager to behave as an effective project team leader. This paper aims to investigate actual and expected leadership of project managers by comparing the transactional and transformational leadership behavior model. To accomplish the objective, the paper first briefly reviews the ways in which leadership, especially the two models, are approached. Data were collected through a survey to 63 construction team members in several ongoing projects in Indonesia. The results indicate that the project managers frequently use both transactional and transformational behaviors in leading their team, except the laissez-faire style. Results from analytical hierarchy process analyses interestingly show that the project team members expect the project managers to exhibit transformational leadership more than transactional leadership.

PENGARUH GAYA KEPEMIMPINAN TRANSAKSIONAL DAN TRANSFORMASIONAL TERHADAP KINERJA GURU DENGAN KEPUASAN KERJA SEBAGAI VARIABEL INTERVENING PADA SMK NEGERI DI ACEH UTARA

ABSTRAKThe teacher is one of the most important components in improving the intelligence of the nation's children. Teacher performance is an important factor in realizing these goals. Efforts to improve teacher performance are one of the priorities of the country. This study aims to determine the effect of transactional and transformational leadership styles on teacher performance through job satisfaction. The data used are primary data by distributing questionnaires to 144 teachers at the State Vocational High School (SMK) in North Aceh Regency. The method used to analyze data is the Structural Equation Modeling (SEM) Method with the Amos device. The results found that transactional leadership and transformational leadership have a significant effect on job satisfaction and teacher performance and job satisfaction has a direct effect on teacher performance. Furthermore, it was found that job satisfaction mediated the effect of transactional leadership and transformational leadership on the performance of North Aceh District Vocational School teachers. Based on the results of the study, it is expected that school leaders or principals, to improve teacher performance, need to maintain the application of transactional and transformational leadership styles and give priority to increasing job satisfaction.

A philosophy of transformational leadership may be the optimal approach for enhanced outcomes in healthcare and physiotherapy settings: A narrative review

This review highlights the importance of leadership within modern healthcare settings and provided an overview of common healthcare leadership approaches, including transactional and transformational leadership. Research has identified leader characters and specific competencies which are required by leaders in healthcare in order to achieve optimal outcomes. Although both transactional and transformational leadership approaches have their strengths and weaknesses, the evidence presented suggests a transformational leadership approach better suits the specific competencies required within a healthcare leadership context. Interventional, survey and qualitative studies have found a plethora of benefits associated with a transformational leadership approach in healthcare, including better patient outcomes and higher staff satisfaction and motivation compared to other approaches to leadership. Studies conducted with nursing and physiotherapy staff have consistently shown better outcomes with a transformational leadership approach, which is significant as they represent the second and third largest healthcare professions by numbers employed, respectively. Transformational leadership therefore appears to be the most evidence-based approach available within healthcare, at a time when evidence-based practice is considered mandatory within the NHS. Effective leadership within the NHS has never been more critical than at present, due to reduced government spending in healthcare and the increased pressures on the system during the Covid-19 pandemic. Although a transactional leadership approach in isolation has several weaknesses in modern healthcare and may be considered outdated, some of its components still possess merit and may have an additive effect if implemented alongside an overall transformational leadership approach in order to achieve optimal outcomes for patients and staff in healthcare settings.

Transactional and transformational leadership in the context of perceived organizational justice and its dimensions. Identification of the interdependencies

The authors of this article analyzed the phenomenon of the interdependence between transactional/transformational leadership style and perceived organizational justice (and its dimensions). In the first part of the article, the necessity to conduct detailed research on aforementioned subject is presented. Next, a literature review was carried out in order to examine the possibly toothcombing links between organizational justice and transactional/transformational leadership (taking into consideration the multidimensionality of those subjects). Leadership style and perceived organizational justice are linked to many organizational aspects such as organizational citizenship behaviors, work commitment, job satisfaction, knowledge-sharing, willingness to share knowledge, and burnout. The authors of this publication attempted to present research scope as having growth potential for future studies.

THE ROLE OF LEADERSHIP IN INNOVATION PERFORMANCE: TRANSACTIONAL VERSUS TRANSFORMATIONAL STYLE

The purpose of this study was to examine the effect of transactional and transformational on the innovation performance of lecturers. The population of this research is all lecturers at a private university in Tangerang totaling 180 people. The research sample used a random sampling method. The data used are primary data collected through a questionnaire. The number of returned and valid questionnaires was 120 samples. The data is processed using Structural Equating Model (SEM). The results of the study conclude that transactional and transformational leadership have a positive impact on the innovation performance of lecturers. This study proposes a model to improve the performance of lecturers in Tangerang through improving leadership practices in universities. This study can pave the way to improve the readiness of lecturers in facing the 4.0 education era. Abstrak: Tujuan penelitian ini adalah untuk menguji pengaruh transaksional dan transformasional terhadap kinerja inovasi dosen. Populasi penelitian ini adalah seluruh dosen pada salah satu universitas swasta di Tangerang berjumlah 180 orang. Sampel penelitian menggunakan random sampling method. Data yang digunakan adalah data primer yang dikumpulkan melalui kuesioner. Jumlah kuesioner yang kembali dan valid sebanyak 120 sampel. Data diolah dengan menggunakan Structural Equating Model (SEM). Hasil penelitian menyimpulkan bahwa kepemimpinan transaksional dan transformasional berpengaruh positif terhadap kinerja inovasi dosen. Penelitian ini mengusulkan model untuk meningkatkan kinerja dosen di Tangerang melalui peningkatan praktik kepemimpinan di perguruan tinggi. Kajian ini dapat membuka jalan untuk meningkatkan kesiapan dosen dalam menghadapi era pendidikan 4.0.

IMPACT OF LAISSEZ-FAIRE, TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP

While the concept of leadership has been extensively explored, there is limited research investigating which leadership style is good for employees to increase their motivation level in the ICT sector. This research explores the impact of Laissez-faire, Transactional and Transformational leadership styles on the motivation of employees in the ICT sector in Nepal in quantitative methods. The survey questionnaire method was chosen for the data collection. Data were collected from 45 employees working in 5 different ICT companies inside the Kathmandu Valley, where they responded about the head of their organization's leadership style and their level of motivation. Convenience sampling was used. This research used multiple linear regression analysis to investigate the impact of Laissez-faire, Transactional and Transformational leadership on employees' motivation level. The result showed that Transformational leadership has a significant impact on the motivation level of employees in ICT sector in Nepal, while the same could not be said in the case of Laissez-faire and Transactional leadership styles.

MANAGER’S LEADERSHIP STYLES AND JOB PERFORMANCE OF COMPANY RANK AND FILE EMPLOYEES

In company management, several leadership styles are inherent and utilised by a manager or a leader. This study assessed the leadership styles of a manufacturing company manager and how the styles of leadership influence rank and file employees’ performance. In particular, it evaluated the manager’s leadership styles as affirmed by the rank and file employees, and how these leadership styles influence the performance of said employees from the viewpoint of work quality, work quantity, job innovativeness, customer service and team spirit. The study was carried out through a descriptive survey research design utilising a standardised survey questionnaire. Findings revealed that the branch Manager highly utilised transactional and transformational leadership styles in managing the manufacturing company. The Laissez-faire leadership style was only moderately utilised while the autocratic leadership was the least utilised style also at the moderate level. These utilised leadership styles manifested strong influence on the performance and productivity of rank and file employees of the manufacturing company under study. Accordingly, the employees exhibited outstanding performance towards the delivery of their works. It is concluded that managing the human capital of any company elicits full utilisation of good leadership styles supportive to the attainment of the company’s set goals and objectives and employees’ desired outputs and productivity. The company under study should continuously utilise and sustain the use of transactional and transformational leadership styles to keep employees’ productive performance, although there is always room for improvement. Other related studies may be pursued considering other variables or attributes of leadership styles not covered in this study. <p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0625/a.php" alt="Hit counter" /></p>

Bolstering Workplace Psychological Well-Being Through Transactional and Transformational Leadership

The psychological well-being of employees has significant primary and secondary effects on organizational performance and profitability. Despite this importance, the leadership, and related (e.g., organizational behavior, human resources, applied psychology) literatures have not adequately pursued the theoretical or empirical study of employee psychological well-being. Researchers have instead focused primarily on subjective well-being (e.g., job satisfaction, life satisfaction, and positive affect). We seek to make four contributions by (1) drawing from established theory on psychological well-being from applied, social, clinical, and developmental psychology to highlight a seven-component model of psychological well-being that applies to the workplace; (2) differentiating psychological well-being from subjective well-being, providing a deeper understanding of what constitutes well-being in the workplace and how it is formed; (3) integrating psychological well-being with transactional and transformational leadership theories to propose leader interventions to bolster each component of psychological well-being in followers; and (4) theorizing how the components of psychological well-being relate in unique ways to important organizational outcomes: task, contextual, and ethical performance criteria. Our intent is to provide propositions to encourage the field to reach beyond subjective well-being through theorizing new linkages between leadership, psychological well-being, and follower work behavior. We ultimately seek to enrich our understanding of the underpinnings of thriving and performance in the workplace.