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Since the 1990s, teachers have become more prone to job burnout as education reforms worldwide have intensified their workload. We examined the relationships between teacher burnout, transformational leadership, and psychological empowerment among 339 primary and secondary school teachers in China. Results show that transformational leadership and psychological empowerment negatively predicted teacher burnout, and the transformational leadership–teacher burnout relationship was mediated by psychological empowerment. Of the four dimensions of psychological empowerment, the meaning, self-determination, and competence dimensions significantly mediated the transformational leadership–teacher burnout relationship. Thus, transformational leadership alleviated teacher burnout because it enhanced teachers' sense of work meaningfulness, self-determination, and competence. [ABSTRACT FROM AUTHOR]

Rapid changes in the healthcare environment necessitate improvements in employee performance. We examined the relationship between nurse managers' transformational leadership and nurses' job performance, and the key mediating role of psychological safety in this relationship. Personnel at six private regional teaching hospitals in Central Taiwan participated in this study, comprising 73 nurse managers and 719 nurses. The results show that when the intergroup heterogeneity of job performance was statistically significant, a positive correlation existed between transformational leadership and job performance at the group level. Next, we performed an analysis using psychological safety as a mediating variable. The results show there was a significant correlation between transformational leadership and perception of psychological safety. This model exhibited lower variance and a better fit than the other examined models. Thus, emphasizing transformational leadership and psychological safety in operations and management could effectively improve nurses' job performance; this recommendation could serve as a standard for nurse managers in their duties. [ABSTRACT FROM AUTHOR]

In existing studies on leader effectiveness, scholars have focused on the significance of the power distance orientation of followers for transformational leadership. In this study we identified middle-way thinking as a critical contingency for the effectiveness of leaders in China that reflects idiosyncratic Chinese values. Participants were 304 Chinese employees and their supervisors. Multilevel modeling revealed that middle-way thinking of followers accentuated the positive effect of visionary leadership, the core component of transformational leadership, on the organizational citizenship behavior of followers. The results also indicate that the power distance orientation of followers had a relatively limited moderating effect on the relationship between organizational citizenship behavior and visionary leadership. In the context of Chinese organizations, our findings provide insight into the emic middle-way thinking of followers as a meaningful contingency that affects the effectiveness of leadership. [ABSTRACT FROM AUTHOR]

Since 2003 the number of small- and medium-sized enterprises (SMEs) has increased exponentially in Iraqi Kurdistan. To facilitate further growth the owners and chief executive officers of these enterprises have sought to improve their leadership skills. This study examined the effect of transactional and transformational leadership styles on organizational commitment and performance in Iraqi Kurdistan SMEs, and the mediating effect of organizational commitment in these relationships. We distributed 530 questionnaires and collected 400 valid responses (75% response rate) from 115 SME owners/chief executive officers and 285 employees. The results demonstrate there were positive effects of both types of leadership style on organizational performance. Further, the significant mediating effect of organizational commitment in both relationships shows the importance of this variable for leader effectiveness among entrepreneurs in Iraqi Kurdistan, and foreign entrepreneurs engaging in new businesses in the region. [ABSTRACT FROM AUTHOR]

We examined the connection between the transformational and authentic leadership of head coaches and team performance, and the mediating role of collective efficacy in this relationship in the context of Korean men's K League. Participants were 106 K League players and we analyzed their data using structural equation modeling. The results show that transformational and authentic leadership of head coaches both had a positive effect on players' collective efficacy, which had a positive effect on team performance. Transformational leadership had a direct effect on team performance, but authentic leadership did not. Further, transformational and authentic leadership both had a positive effect on team performance. Collective efficacy partially mediated the former relationship and fully mediated the latter relationship. Our findings have practical implications for K League coaches seeking to develop their leadership through education and training programs, in that they should provide special care to underperforming players and pair players of different ages and educational backgrounds to increase team performance and collective efficacy. [ABSTRACT FROM AUTHOR]

Higher education policy and talent training are failing to meet the ever-changing expectations of employers and society in Taiwan, resulting in a gap between university education and employment. We used social cognitive career theory to explore the relationships between problem-based learning, teachers' transformational leadership, and students' self-efficacy and employability. Participants were 619 undergraduates from 12 Taiwanese higher education institutions. We performed structural equation modeling and found that there were significant positive correlations between students' self-efficacy, problem-based learning, and employability, along with teachers' transformational leadership. Further, problem-based learning and the students' self-efficacy were key mediators of the relationship between teachers' transformational leadership and students' employability. Implications are discussed for related issues and future research involving models of students' employability. [ABSTRACT FROM AUTHOR]

We applied mood-as-information theory to investigate the effect of negative mood on prohibitive and promotive employee voice, and the moderating role of transformational and transactional leadership styles in this relationship. We recruited a paired employee--supervisor sample, comprising 48 supervisors who rated their employees' promotive and prohibitive voice, and 224 employees who completed measures of negative affect and their supervisors' transformational and transactional leadership. Our results showed that negative mood enhanced prohibitive voice but reduced promotive voice. Further, transformational leadership weakened the effect of negative mood on voice, whereas transactional leadership reinforced this effect. The research results provide a solid theoretical basis for managers to manage their negative mood by changing their leadership behavior, and provide a new perspective for leaders to develop employee management strategies, and develop an objective and impartial evaluation system based on the intuitive external behaviors of employees. [ABSTRACT FROM AUTHOR]

Management practitioners and leadership experts regard personality traits as important attributes of individual, team, and organizational performance. However, few scholars have studied the inner workings of the performance of a new venture as regards the personality traits of the entrepreneurial top management team (TMT). We investigated 156 entrepreneurial TMTs of new ventures in China's Optical Valley, and found that: (a) the entrepreneurial TMT's extraversion, agreeableness, conscientiousness, and openness to experience all have a positive impact on a new venture's performance, but neuroticism did not; (b) Knowledge integration had a partial mediating effect on the relationship between the TMT's extraversion, agreeableness, conscientiousness, and openness to experience and the performance of the venture; (c) A transformational leadership style of entrepreneurial TMT leaders was found to significantly moderate the relationship between the TMT's extraversion, conscientiousness, and openness to experience and the new venture's performance. The findings not only contribute to theories of entrepreneurial TMT, team personality composition, and knowledge management, but also have practical significance for improving the performance of new ventures. [ABSTRACT FROM AUTHOR]

Organizational cynicism is associated with undesirable outcomes such as reduced organizational performance. In this study we examined factors leading to organizational cynicism in a public organization undergoing market-oriented reforms. Participants were 275 employees at Korea Post, Korea. Our empirical results showed that organizational cynicism is decreased by coworker trust and transformational leadership and increased by job stress. Also, the positive role of job stress was stronger for employees who are silent than for those who express their opinions in the workplace. The findings suggest that organizations would benefit from actively managing factors that may affect the level of organizational cynicism among employees. [ABSTRACT FROM AUTHOR]

We examined the mediating effects of optimism and self-efficacy in the relationship between transformational leadership and knowledge sharing in a Chinese context. Survey data were collected from 365 participants employed by 80 Chinese firms. The findings indicated that self-efficacy and optimism—2 dimensions of an individual’s psychological capital— mediated the relationship between transformational leadership and knowledge sharing highlighting the importance of practicing transformational leadership to influence employees’ positive psychological capital so that they engage in knowledge collecting and knowledge donating. We discuss theoretical and managerial initiatives in the fields of psychology and organizational behavior, to help managers of firms promote knowledge sharing among employees in their organization. [ABSTRACT FROM AUTHOR]

We explored the effect of transformational leadership and trust in leaders on knowledge collecting and knowledge donating, the 2 components of knowledge sharing, with data from 368 employees at 63 Chinese firms. The results showed that trust in leaders mediated the relationship between transformational leadership and knowledge sharing. In addition, trans- formational leadership had a greater effect than did trust in leaders on knowledge donating, and aspects of trust in leaders had a greater effect than did transformational leadership on knowledge collecting. The findings provide theoretical insights and practical initiatives for knowledge management. [ABSTRACT FROM AUTHOR]

We proposed a model with which we jointly tested psychological capital (PsyCap) as the key psychological mechanism through which transformational leadership (TL) affects employee voice behavior (VB), and examined the moderating effect of employees' organizational identification (OI) on the PsyCap--VB relationship. Data were collected from employees in companies located in southern China and a small group of Master of Business Administration students who were also in paid employment (N = 237). Results showed that PsyCap fully mediated the TL--VB relationship, and that the effect of PsyCap on VB would be stronger when OI was high than when it was low. Both theoretical and practical implications of the study are discussed, as well as limitations and future directions for research. [ABSTRACT FROM AUTHOR]

I examined the effects of team diversity, and the moderating effects of transformational leadership and perceived organizational support, on team-learning behavior in South Korean companies. I classified diversity into surface-level diversity, deep-level diversity, and differential attitudes toward diversity. I conducted empirical research with 133 teams across 5 industries. As expected, the results showed that team diversity exerted negative effects on team-learning behavior. However, in teams with strong transformational leadership, the negative effects of deep-level diversity diminished, and in teams whose members had a strong perception of organizational support, the negative effects of differential attitudes toward diversity also decreased. Theoretical and managerial implications are discussed. [ABSTRACT FROM AUTHOR]

We examined how the cultural value orientation of employees' traditionality influences their innovative behaviors in a group context. Our belief was that the behavioral influence of traditionality on individual innovation would be contingent upon group traditionality and transformational leadership, as well as the combined moderating effect of these two variables. Participants were 282 employees and their 36 group leaders in a large telecommunication corporation in China. Results revealed that although traditionalists were superior to nontraditionalists in terms of individual innovation, the latter group exhibited greater potential for innovative behaviors when their colleagues were less traditional and/or when they were led by a transformational leader. Moreover, traditionalists were found to be more innovative than nontraditionalists were when group traditionality was high and transformational leadership was low. Research limitations and implications of the findings are discussed. [ABSTRACT FROM AUTHOR]

Using 3 sets of multiple regression models, we examined the effectiveness of transformational and shared leadership styles in relation to team effectiveness, based on the perceptions of 424 employees of Korean financial and insurance firms. Transformational leadership is a vertical leadership style emanating from the formal leader of a team, whereas shared leadership is a distributed leadership style that emanates from the team members. We found that transformational leadership contributed to team output effectiveness, whereas shared leadership improved the team's organizing and planning effectiveness. These findings imply that different styles of leadership contribute to different aspects of team effectiveness. We suggest that managers should collaborate more with team members and should pay attention to the fit between the leader's behavior and the characteristics of the team output in order to promote overall team effectiveness. [ABSTRACT FROM AUTHOR]

Drawing on social exchange theory, we examined the role of transformational leadership in promoting employees' feedback seeking within the dynamics of leader-follower relationships. We used data from a survey of 205 supervisor-subordinate dyads in a high-technology communications company in China. Results showed that transformational leadership was positively related to employees' feedback seeking. In addition, trust in leader mediated this relationship. Theoretical and practical implications for leadership are discussed. [ABSTRACT FROM AUTHOR]

In this study we examined if perceptions of organizational justice and job characteristics mediate the relationship between transformational leadership and the organizational commitment of agency workers in a manufacturing plant in China. Questionnaires were used to evaluate perceived organizational justice, perceived job characteristics, exposure to transformational leadership, and organizational commitment in 300 agency workers. The results support a structural model whereby transformational leadership is both directly and indirectly associated with the organizational commitment of agency workers, through perceived organizational justice and job characteristics. [ABSTRACT FROM AUTHOR]

We explored the mechanism of the effects of transformational leadership on employees' speaking up (voice), especially probing the moderating effects of power distance and structural distance. We used a questionnaire to conduct an investigation with dyads of leaders (113 senior engineers and 51 project managers) and their subordinates (495 engineers). The results from hierarchical regression modeling indicated that, in the relationship between transformational leadership and employees' speaking up, structural distance was a positive moderator but power distance was a negative and stronger moderator than structural distance. Implications of these results for theory and management practice are discussed. [ABSTRACT FROM AUTHOR]

Leadership is a group feature that directly impacts on team identification. Effective leaders are especially capable of fostering group cohesiveness and promoting efficacy in goal attainment. We assessed the relationship between transactional and transformational leadership style, team identification, and leader self-sacrifice. Participants were 186 call center employees who were headed by a leader who operated with either a transactional or a transformational leadership style. The employees reported their level of team identification and leader self-sacrifice. Results show how, in either the transactional or transformational leadership condition, levels of leadership and self-sacrifice were related to team identification, as well as the interaction effect between transactional leadership level and leader self-sacrifice. Our findings demonstrate how different leadership styles play a diverse role in this relationship. [ABSTRACT FROM AUTHOR]

We examined the relationship between gender diversity and team commitment, in association with cooperative group norms and transformational leadership. Forty-eight work teams in an IT firm located in Seoul, South Korea participated in the study. We hypothesized, based on social identity theory and self-categorization theory, that cooperative group norms and transformational leadership would moderate the relationship between gender diversity and team commitment. The results indicated that the negative effects produced by gender diversity in teams may be reduced by cooperative group norms but not by transformational leadership. Implications of these findings are discussed and future research directions outlined. [ABSTRACT FROM AUTHOR]

Although the concept of emotional intelligence has captured the interest of researchers and the wider public, the mechanism by which transformational leadership exerts its influence on the development of emotional intelligence behavior of followers remains relatively unexplored. In this study we proposed a latent growth model, recruiting 342 employees from Taiwan information technology firms at multiple time points over a 6-month period to test the proposed model. The findings showed that, compared with their coworkers, those employees who perceived their leaders as demonstrating more transformational leadership at Time 1, were more likely than others to develop increases in emotional intelligence behavior over time, which consequently improved their task performance and led to the development of an increase in their organizational citizenship behaviors. [ABSTRACT FROM AUTHOR]

In this research, we used the hypothesis model to explore the moderating effect of transformational leadership (TL) on knowledge management (KM) and organizational effectiveness (OE). The model was tested on 524 research and development (R&D) professionals at 21 research institutes of the Mongolian Academy of Sciences (MAS). The results showed that TL is a moderator between KM and OE. In addition, the results supported the fact that TL and KM have a reinforcement interaction effect on OE. Therefore, the highest level of OE is achieved when both TL and KM are at a high level. Thus, TL was determined to be the most effective and appropriate leadership style for use in R&D organizations in Mongolia. [ABSTRACT FROM AUTHOR]

The effects of transformational leadership on the job satisfaction and organizational commitment of public relations (PR) practitioners were examined within the context of PR companies in Taiwan. PR practitioners (600) were randomly selected from 159 PR firms located in Taipei and sampled. There were 305 usable questionnaires (50% validity rate). Regression analyses indicated that transformational leadership dimensions did have a significant impact on the job satisfaction of PR practitioners. Furthermore, in this study job satisfaction was found to be a mediator of the effects of transformational leadership on the organizational commitment of PR practitioners. The results of this study may provide a managerial reference to assist in enhancing the job satisfaction of PR practitioners as well as their commitment to the organization through improved organizational leadership. [ABSTRACT FROM AUTHOR]

Leadership has been recognized as a major factor in project success and this has been empirically validated throughout many fields. However, chief executive officer leadership style has seldom been discussed in depth in the context of enterprise resource planning (ERP) project success. In this study a survey was carried out with 368 Taiwanese companies that had previously implemented ERP systems over a 1-year period. Three transformational leadership styles – charisma, individual consideration, and intellectual stimulation – are discussed. The results indicate that only a charismatic leadership style has a substantially positive effect on organizational performance, especially through the successful implementation of ERP. Managerial implications and suggestions are discussed based on findings. [ABSTRACT FROM AUTHOR]

Two popular leadership models were examined: transformational/transactional leadership and leader member exchange (LMX). The aim was to assess which model is the most appropriate to use when coaching a baseball team to build teamwork. While the transformational/transactional model was found to be sufficient to determine coaching behaviors towards the team as an entity and in inspiring the team, it was not found to address sufficiently the actual workings of the coach-player relationship. For this purpose, the LMX model was considered to be more useful. The LMX model also included more specific mechanisms for the improvement of teamwork than the transformational/transactional model. [ABSTRACT FROM AUTHOR]

Resource-based theory (RBT) has long been used to gain a perspective for understanding the relationship between human resource management and the attainment of effective organizational leadership. In this study, we investigate the effect of transformational leadership (TL) on employee intrinsic and extrinsic job satisfaction. In addition, we examine whether mediators in employee group interaction behaviors act as mediators in the TL process. Overall, we attained significant results which were consistent with the RBT predictions but we moved beyond previous RBT studies, offering new findings and insights. It was found that TL has a significant influence on both interaction behaviors and employee job satisfaction, interaction behaviors have a significant influence on satisfaction, and the interaction behaviors act as mediators to enhance the effect of TL on satisfaction. It is suggested that interaction behaviors should be incorporated with TL to increase employee satisfaction because interaction behaviors are highly dependent on TL to support the integration of information, resources, and technology in group goal attainment, which helps to increase satisfaction. [ABSTRACT FROM AUTHOR]

Social-identity and social-exchange theory are employed to examine the role of leader-member relationships (LMX) and coworker relationships (CWR) in explaining the relationship between transformational leadership and task performance/organizational citizenship behavior. These relationships remain unclear in the current organizational literature. Survey data were collected from 1,040 teachers in 52 elementary schools in Taiwan. Results indicate that all 4 dimensions of transformational leadership have positive effects on LMX, whereas only individualized consideration and inspirational motivation positively affect CWR. It was also found that LMX is a more efficacious predictor of task performance than is CWR, whereas CWR, rather than LMX, is the better predictor of organizational citizenship behavior. Implications and directions for future research are discussed. [ABSTRACT FROM AUTHOR]

Previous work on transformational leadership has focused predominantly on individual level analysis, while less attention has been paid to investigating why leaders engage in transformational leadership. In this study, group level outcomes pertaining to cohesiveness as well as the antecedent factor of emotional intelligence as it relates to transformational leadership are investigated. Data were collected from 51 department managers and 252 employees in 23 small-medium textile business firms in Taiwan. Results indicate that both emotional intelligence and group cohesiveness are positively associated with transformational leadership. In addition, transformational leadership mediates the relationship between leaders' emotional intelligence and group cohesiveness. Implications of the findings in terms of theory and practice are discussed. [ABSTRACT FROM AUTHOR]

The present study was aimed at describing the development of a moral entrepreneur scale. A 34 item Likert-type scale of the moral entrepreneur was constructed and shown to be free of socially desirable responses. Construct validity was evaluated by expert judges and, overall, was found to be high. The other validity source was that groups of individuals known to be particularly high in the moral entrepreneurial personality scored higher on the moral-entrepreneur scale than did an unselected sample. The final source of validity on the moral-entrepreneur scale involved peer evaluations. Empirically, the moral-entrepreneur scale was shown to correlate positively with emotional intelligence and locus of control. The scale also correlated negatively with Machiavellianism. Factor analysis of responses for the 3 samples revealed a 4-factor solution: creating awareness, resistance, anticipating, and mobilizing power. [ABSTRACT FROM AUTHOR]