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In Chinese kindergartens under a collectivist culture, leadership has a profound and complex impact on both the organization and teacher autonomy. This study explores the link between transformational leadership and teacher autonomy and the roles played by organizational climate and teacher empowerment in this relationship. Kindergartens teachers (n = 1593) were randomly selected in China to complete the transformational leadership scale, teacher autonomy scale, teacher empowerment scale and organizational climate scale, with a cross-sectional design and moderated mediation model using latent variables. The results were as follows: (1) transformational leadership can predict the level of teacher autonomy; (2) organizational climate plays a part of mediating role between transformational leadership and teacher autonomy; (3) as levels of teacher empowerment increase, the positive association between transformational leadership and organizational climate becomes stronger, while the positive association between organizational climate on teacher autonomy weakens., Competing Interests: Declaration of competing interest No potential conflict of interest was reported by the author(s)., (Copyright © 2024 The Authors. Published by Elsevier B.V. All rights reserved.)

This study examines why and when proactive employees share knowledge. By integrating the Motivation-Opportunity-Ability Framework and Trait Activation Theory, and incorporating Mindsponge Theory, our multi-level model proposed that job autonomy moderates the impact of proactive personality on knowledge sharing (KS) within and between teams. Transformational leadership exhibits a cross-level effect on job autonomy. Utilizing a two-source, three-time-point research design, we collected data from 63 team leaders and 241 team members across six Chinese companies. Multilevel regression analysis revealed that within teams, increased job autonomy coupled with a proactive personality significantly enhanced KS. Between teams, job autonomy had a positive moderating effect. When job autonomy was low, more proactive teams exhibited less KS, whereas this negative effect was mitigated when job autonomy was high. The cross-level effect of transformational leadership on job autonomy was demonstrated. The theoretical and practical implications of these findings are discussed., Competing Interests: Declaration of competing interest None., (Copyright © 2024 The Authors. Published by Elsevier B.V. All rights reserved.)

Background: Budget constraints, staff shortages and high workloads pose challenges for German hospitals. Magnet® and Pathway® are concepts for implementing organization-wide change and redesigning work environments. There is limited research on the key elements that characterize nurse leaders driving the implementation of Magnet®/Pathway® principles outside the U.S. We explored the key attributes of nurse leaders driving organization-wide change through Magnet®/Pathway® principles in German hospitals., Methods: Using a qualitative study design, semi-structured interviews (n = 18) were conducted with nurse leaders, managers, and clinicians, in five German hospitals known as having started implementing Magnet® or Pathway® principles. The interviews were recorded and transcribed verbatim. Data were analyzed in Atlas.ti using content analysis. For the analysis, a category system was created using a deductive-inductive approach., Results: Five leadership attributes and eleven sub-attributes were identified as main themes and sub-themes: Visionary leaders who possess and communicate a strong vision and serve as role models to inspire change. Strategic leaders who focus on strategic planning and securing top management support. Supportive leaders who empower, emphasizing employee motivation, individualized support, and team collaboration. Stamina highlights courage, assertiveness, and resilience in the face of challenges. Finally, agility which addresses a leader's presence, accessibility, and rapid responsiveness, fostering adaptability., Conclusions: The study demonstrates leadership attributes explicitly focusing on instigating and driving organization-wide change through Magnet®/Pathway® principles in five German hospitals. The findings suggest a need for comprehensive preparation and ongoing development of nurse leaders aimed at establishing and sustaining a positive hospital work environment., (© 2024. The Author(s).)

Objectives: This Delphi study intended to develop competencies for transformational leadership in public health, including behavioral descriptions (descriptors) tailored to individuals and their contexts. Methods: The study involved five rounds, including online "e-Delphi" consultations and real-time online workshops with experts from diverse sectors. Relevant competencies were identified through a literature review, and experts rated, ranked, rephrased, and proposed descriptors. The study followed the Guidance on Conducting and REporting DElphi Studies (CREDES) and the COmpeteNcy FramEwoRk Development in Health Professions (CONFERD-HP) reporting guidelines. Results: Our framework comprises ten competencies for transformational public health leadership (each with its descriptors) within four categories, and also describes a four-stage model for developing relevant competencies tailored to different contexts. Conclusion: Educators responsible for curriculum design, particularly those aiming to align curricula with local goals, making leadership education context-specific and -sensitive, may benefit from the proposed framework. Additionally, it can help strengthen links between education and workforce sectors, address competency gaps, and potentially reduce the out-migration of graduates in the health professions., Competing Interests: The authors declare that they do not have any conflicts of interest., (Copyright © 2024 Bürkin, Czabanowska, Babich, Casamitjana, Vicente-Crespo, De Souza, Ehrenberg, Hoffmann, Kamath, Matthiä, Okumu, Rutebemberwa, Waser, Kuenzli and Bohlius.)

Aims: To explore the relationships between transformational leadership and person-organization fit, as well as to test the moderating effects of emotional intelligence., Design: A descriptive cross-sectional study design was used to conduct an online questionnaire survey among 326 nurses in Chinese hospitals between March and June 2022., Methods: Transformational leadership, person-organization fit and emotional intelligence were measured using the Person-Organization Fit Scale, Transformational Leadership Questionnaire and Emotional Intelligence Scale. Hierarchical multiple linear regression models and simple slope analyses were used., Results: Transformational leadership had a significant positive impact on person-organization fit. Furthermore, emotional intelligence had a conditional moderating effect on the relationship between transformational leadership and nurses' person-organization fit. Under a high level of emotional intelligence, transformational leadership had a stronger positive effect on person-organization fit, while under a low level of emotional intelligence, the relationship between the two was not significant., Conclusion: Transformational leadership has a positive predictive effect on person-organization fit, but this positive predictive effect is driven by conditional effect. The emotional intelligence of nurses plays a moderating role between them., (© 2023 The Authors. Nursing Open published by John Wiley & Sons Ltd.)

Aims: To explore the association between nurses' perceptions of their nurse manager's transformational leadership style and nurses' organisational commitment., Design: Narrative systematic review., Data Sources: The CINAHL Complete, MEDLINE, PubMed, Business Source Complete, Cochrane Library, along with OpenGrey t were systematically searched for observational studies written in English, between January 2009 and December 2020., Review Methods: This systematic review is based on the guidelines of the Cochrane Handbook, and PRISMA-P. Two reviewers independently selected studies. The quality of evidence was assessed using the Joanna Briggs Institute (JBI) Critical Appraisal Tool for Cross-Sectional Studies., Results: Seven cross-sectional studies with 2885 participants were included. Six studies reported that the transformational leadership style was positively related to nurses' organisational commitment, and the remaining study reported a negative association., Conclusions: Six studies were found that the transformational leadership style is a driver of nurses' organisational commitment. Only one study reported that transformational leadership style negatively associated with acute care nurses' organisational commitment. However, the negative finding is less valid, as the study data indicates that the nurse managers' ineffective transformational leadership style in the acute care unit or the culture influence, which may have influenced the results., Impacts: It provides the guideline, recommendation, and important evidence to support nursing managers adopting the transformational leadership style to promote nurse retention helping to alleviate the nursing shortage. This is beneficial to the well-being of the nurse. Meanwhile, this can help the health organisation reducing the cost of nurses' turnover and recruiting new nurses. It is also good for address future ageing population healthcare problem in the long term., (© 2023 The Authors. Nursing Open published by John Wiley & Sons Ltd.)

To overcome the difficulty and unprecedented suspensions due to the COVID-19 pandemic, every organization is required to consider strategic steps to sustain, one of which is by implementing digital transformation and developing leadership capability. This study aims to determine the impact of digital transformation and leadership capability in maintaining the organization, particularly in distance education. This study used questionnaires distributed to 402 students to obtain their opinions on digital transformation, leadership capability, and organizational resilience in Universitas Terbuka, a founder of distance education institutions in Indonesia. Data were analyzed using descriptive and Higher-Order Structural Equation Modeling analysis. Based on the modelling, it is shown that the modelling had a good value of the Goodness of Fit Indicator through a standardized loading factor (SLF) more than the tolerable loading factor limit (>0.50). The Variance Extracted (VE) and Construct Reliability (CR) values also showed that the questions on every indicator used in this study were sufficiently measurable and reliable. The results of hypothesis testing indicated that there was a positive and significant impact of digital transformation and leadership capability on the organizational resilience of Universitas Terbuka.

Over the past few years, great attention has been given to the impacts of the COVID-19 pandemic and its consequences on employee psychological well-being (PWB), particularly in the hospitality industry. Like many aspects of human life, employee PWB is influenced by multiple factors. One of the factors that may affect employee PWB is transformational leadership (TLS). Accordingly, we aim through this study to empirically (1) examine the direct effect of transformational leadership on employee PWB and (2) investigate the potential independent and serial mediation effects of employee engagement (EEG) and job satisfaction (JS) on the TLS-PWB relationship after the height of the COVID-19 pandemic. Data were gathered using an online questionnaire from a convenience sample of 403 front-line employees from five-star hotels in Saudi Arabia. The partial least squares structural equation modeling (PLS-SEM) with the bootstrapping technique was utilized to test the study hypotheses. Based on the demands-resources (JD-R) theory, the findings of this study reveal a significant positive effect of TLS on hotel employees' PWB. Additionally, drawing on the stimulus-organism-response (S-O-R) model, the two main contributions of this study are: (1) EEG and JS serially and independently have a significant partial mediational effect on the TLS-PWB relationship among hotel employees, and (2) EEG has a greater impact on the TLS-PWB relationship as an intervening variable than the two other mediators (JS, as well as EEG and JS serially). Based on these findings, hotel management should mainly consider developing and encouraging TLS behavior among their managers to promote EEG and increase JS among their followers, which consequently enhances their PWB and alleviates negative psychological outcomes due to experiencing a disaster such as the COVID-19 pandemic.

Introduction: Research exploring the relationship between transformational leadership and safety has used transformational leadership in context-free (e.g., "general transformational leadership," or GTL) and context-specific forms (e.g., "safety-specific transformational leadership," or SSTL), assuming these constructs are theoretically and empirically equivalent. In this paper, a paradox theory is drawn on (Schad, Lewis, Raisch, & Smith, 2016; Smith & Lewis, 2011) to reconcile the relationship between these two forms of transformational leadership and safety., Method: This is done by: (a) investigating whether GTL and SSTL are empirically distinguishable; (b) testing the relative importance of GTL and SSTL in explaining variance in context-free work outcomes (i.e., in-role performance, organizational citizenship behaviors) and context-specific (i.e., safety compliance, safety participation); and (c) examining the extent to which perceived safety concern in the work environment renders GTL and SSTL distinguishable., Results: Two studies (one cross-sectional, one short-term longitudinal) show that GTL and SSTL are psychometrically distinct albeit highly correlated. Furthermore, SSTL explained statistically more variance than GTL in both safety participation and organizational citizenship behaviors, whereas GTL explained more variance in in-role performance than did SSTL. However, GTL and SSTL were only distinguishable in low-concern contexts but not high-concern contexts., Conclusions and Practical Applications: These findings challenge the "either-or" (vs "both-and") approach to considering safety and performance, cautioning researchers to consider nuanced differences in context-free and context-specific forms of leadership and to avoid further proliferation of often redundant context-specific operationalizations of leadership., (Crown Copyright © 2022. Published by Elsevier Ltd. All rights reserved.)

The link between well-being at work and leadership has received considerable attention. Leaders have the power to influence followers not only due to formal position, but also their positive behaviors could reinforce the followers' positive working experience. Following the crossover model (Westman, 2001), this study investigates whether leaders' work-related positive psychological states (i.e., work engagement) cross over to those of the followers (i.e., work engagement and job satisfaction) through the mediation of the latter's perception of transformational leadership. We used MPlus 8 to test two multilevel mediations in a sample of 1505 nurses nested in 143 groups led by as many leaders (87.19% of nurses and 56.50% of head nurses of the entire population). Results show that while there is not a crossover of leader work engagement to nurse work engagement, manager work engagement can cross over to nurse job satisfaction, enhancing their well-being through transformational leadership behaviors. This study adds further insights both on crossover theory and on the importance of leaders in expanding and transferring resources to followers at work. Fostering work engagement at a managerial level in the healthcare sector could be the driver to facilitate the well-being of nurses at work, address negative outcomes, and promote positive ones.

In order to survive the fiercer competition, more and more service firms emphasize front-line employees' role of creating excellent customer experience by displaying positive emotions during the service interactions. However, the underlying mechanisms for the relationship between transformational leadership and front-line employees' emotional labor remain unclear. Drawing upon the conservation of resources (COR) theory, this study develops a conceptual model in which transformational leadership influences front-line employees' emotional labor through the mediator of psychological empowerment. By collecting data from 436 employees in five call centers, we tested our model and hypotheses through PROCESS 3.3 macro for SPSS developed by Hayes. The results show that transformational leadership shows positive and negative effects on deep acting and surface acting, respectively. The positive effect on deep acting is partially mediated by psychological empowerment, while the negative effect on surface acting is fully mediated by psychological empowerment. Specifically, two dimensions of psychological empowerment (impact, self-efficacy) play negative mediating roles between transformational leadership and surface acting, while impact, self-determination, and self-efficacy play positive mediating roles of transformational leadership and deep acting. The findings advance our understanding about how transformational leadership influences front-line employees' emotional labor by introducing psychological empowerment as a mediator.

Medical errors have been identified as one of the greatest evils in the field of healthcare, causing millions of patient deaths around the globe each year, especially in developing and poor countries. Globally, the social, economic, and personal impact of medical errors leads to a multi-trillion USD loss. Undoubtedly, medical errors are serious public health concerns in modern times, which could be mitigated by taking corrective measures. Different factors contribute to an increase in medical errors, including employees' risk of burnout. Indeed, it was observed that hospital employees are more exposed to burnout situations compared to other fields. In this respect, managing hospital employees through transformational leadership (TL) may reduce the risk of burnout. However, surprisingly, studies on the relationship between TL and burnout are scarce in a healthcare system, indicating the existence of a critical knowledge gap. This study aims to fill this knowledge gap by investigating the role of TL in reducing the risk of burnout among hospital employees. At the same time, this study also tests the mediating effects of resilience and role clarity with the conditional indirect effect of intrinsic motivation in the above-proposed relationship. To test different hypotheses, a hypothetical model was developed for which we collected the data from different hospital employees ( n = 398). Structural equation modeling (SEM) was considered for statistical validation of hypotheses confirming that TL significantly reduces burnout. The results further indicated that resilience and role clarity mediate this relationship significantly. Lastly, the conditional indirect effect of intrinsic motivation was also confirmed. Our results provide meaningful insights to the hospital administrators to combat burnout, a critical reason for medical errors in hospitals. Further, by incorporating the TL framework, a hospital may reduce the risk of burnout (and, hence, medical errors); on the one hand, such a leadership style also provides cost benefits (reduced medical errors improve cost efficiency). Other different theoretical and practical contributions are discussed in detail.

Leaders play a significant role in organizations and their leadership behaviors can either enhance or undermine the well-being of their employees. This study aimed to meta-analyze the relationship between transformational leadership and well-being in the service industry, and how employees' gender and service sector moderated the strength of this relationship. This study used a convergent mixed-method approach. PubMed, MEDLINE, Google Scholar, AMED, and Scopus electronic databases were utilized to search for relevant studies. Textual data were analyzed using a text data-mining technique (Leximancer) to determine the relevant themes and concepts. Statistical data were examined through a comprehensive meta-analysis to determine their effect sizes. The qualitative results outline the major themes that emerged: leadership, well-being, and health. The quantitative findings revealed that the perceived well-being of male employees and those working outside of the health-care service sector was positively higher when employees' leaders showed transformational leadership. In general, the findings from the qualitative and quantitative data converge. The findings confirm the positive relationship between transformational leadership and employee well-being. This study also highlights the applicability of a convergent mixed-method approach as a useful methodological strategy when analyzing both lexical and statistical data.

Evidence points to an indirect relationship between transformational leadership (TFL) and employee well-being, and numerous work characteristics have been identified as mediators. However, the relative mediating effect of different types of job resources and job demands on the TFL-well-being relationship remains unclear, rendering it impossible to determine which ones are the most influential. This study aims to provide a comprehensive analysis of the relative mediation potential of different work characteristics in the TFL-well-being relationship in multiple three-level meta-analytical structural equation models of 243 samples. Based on the JD-R Model, this study extends this theoretical framework by suggesting TFL as a predisposing variable that influences both job resources and job demands, leading to changes in indicators of both positive and negative employee well-being. The results show that, while all the examined job resources and demands mediated the TFL-well-being relationship, organizational resources were identified as the strongest mediators. Furthermore, job demands had a strong mediating effect on the relationship between TFL and negative well-being, while job resources more strongly mediated TFL and positive well-being. We present a differentiated picture of how transformational leaders can influence their employees' well-being at the workplace, providing valuable knowledge for future research and practice.

Background: This study evaluates the Leadership and Organizational Change for Implementation (LOCI) strategy and its effect on implementation leadership, transformational leadership, and implementation climate., Methods: A stepped wedge cluster randomized study design enrolling 47 first-level leaders from child- and adult-specialized mental health clinics within Norwegian health trusts across three cohorts. All therapists (n = 790) received training in screening of trauma exposure and posttraumatic stress, and a subgroup of therapists (n = 248) received training in evidence-based treatment methods for posttraumatic stress disorder (PTSD). First-level leaders and therapists completed surveys at baseline, 4, 8-, 12-, 16-, and 20-months assessing leadership and implementation climate. General linear mixed-effects models were used to investigate whether the LOCI strategy would lead to greater therapist-rated scores on implementation leadership, transformational leadership, and implementation climate., Results: After introducing the LOCI strategy, there was a significant increase in therapist-rated implementation and transformational leadership and implementation climate. The increase was sustained at all measurement time points compared to non-LOCI conditions, which demonstrated a steady decrease in scores before LOCI., Conclusions: The LOCI strategy can develop better transformational and implementation leadership skills and contribute to a more positive implementation climate, which may enhance successful EBP implementation. Thus, LOCI can help leaders create an organizational context conducive for effective EBP implementation., Trial Registration: Retrospectively registered: ClinicalTrials NCT03719651 , 25th of October 2018. The trial protocol can be accessed from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6417075/ ., (© 2022. The Author(s).)

Background: The implementation of evidence-based practices (EBPs) is of crucial importance in health care institutions and requires effective management from leaders. However, there is a lack of assessment tools sufficient to evaluate the degree to which the employees´ rate how well their leaders are at implementing EBPs. This emphasises the need for validated and widely used scales relevant for EBPs., Methods: The current study evaluated the psychometric properties of the Multifactor Leadership Questionnaire (MLQ) and Implementation Leadership Scale (ILS) in a Norwegian mental health care setting., Results: Results from confirmatory factor analyses indicate that the MLQ and ILS are valid instruments for measuring general and implementation leadership. The scales demonstrate good convergent validity. In addition, attitudes towards EBPs did not seem to be associated with the ILS and MLQ, further supporting the applicability of the instruments., Conclusions: The two scales demonstrate good psychometric properties in a Norwegian mental health care setting, which suggests that the MLQ and ILS are valid and reliable tools for measuring leadership in an implementation setting. More research is greatly needed to disentangle the link between perceived leadership and objective measures of successful implementation of EBPs. Trial registration NSD 690,133, NSD 60,059/3/OOS., (© 2022. The Author(s).)

Scholars have paid extensive attention to transformational leadership for decades. However, existing studies still lack ample discussions on the underlying mechanism and boundary conditions of its influence on employee job satisfaction. This study proposed a moderated mediation model based on social exchange theory. We collected survey data from 211 frontline employees to verify our hypotheses. The results showed that transformational leadership was positively associated with employee job satisfaction via the mediation role of the perceived employee relations climate. Furthermore, the relationship between transformational leadership and the employee relations climate, as well as the indirect relationship between the two, was demonstrated to be more significant for male employees. This study offered a new account of the mechanisms of transformational leadership and clarified a boundary condition for its effectiveness.

Educators in non-formal education organizations are often expected to display values of volunteering and giving to the community. These contributions, which are beyond the call of duty, are defined as organizational citizenship behavior (OCB). When such behavior is performed as a result of pressure rather than out of free will, that pressure is defined as citizenship pressure (CP). Building on the job demands-resources theory, the study examined a moderator-mediator model at the team level construct, to explore whether team CP mediates the relationship between both idealized influence behavior and idealized influence attributed (transformational leadership dimensions) and team OCB, and whether that mediation is moderated by organizational identification. The study sample consisted of 75 teams of educators and their direct superiors, who work in 11 youth movements. Results show that the negative relationship between both idealized influence behavior and idealized influence attributed and team CP is moderated by organizational identification. Furthermore, results show a negative relationship between team CP and team OCB. Theoretical and managerial implications are discussed.

The culture of an organisation refers to the common and dominant values and norms, as well as the beliefs and perceptions of its employees. Organisational culture influences employee behaviour and attitudes. The culture of the institution predetermines the tone of the environment, which can affect employee satisfaction. The basic premise of this paper is established in the connection between the characteristics of the leader and the transformational model of leadership in the organisational culture of the preschool institution. This research aims to determine whether the assessments and self-assessments of leaders and preschool teachers differ in the frequency of using the transformational leadership style and to determine the relationship between the transformational leadership style and the leader's personality traits. The research was conducted in a private Croatian preschool institution, which consists of 10 kindergartens. A total of 51 participants in 9 kindergartens participated in the research. The study used a quantitative research approach. The research results show that preschool teachers and leaders do not differ significantly in estimates of the frequency of application of the transformational leadership style and that there is a significant correlation between some characteristics of the leader and the transformational model of preschool leadership.

This study explores the relationship between the quality of coach-athlete relationships, transformational leadership style, and team resilience in elite football players. The coach-athlete relationship is an essential factor affecting many performance-related properties of athletes, such as mental health, psychological needs, motivation, and resilience. The study examines how the quality of coach-athlete relationships explains the team resilience feature through transformational leadership. The research group includes 210 elite players from the Super League, First League, Second League, and Third Leagues of the Turkish Football Federation (TFF) in the 2020–2021 football season. The study used descriptive and relational models to explore the current state of the dependent and independent variables and examine their relationships. The findings revealed insights into the mediating role of the coach's transformational leadership qualities, highlighting how the quality of coach-athlete relationships impacts team resilience. [ABSTRACT FROM AUTHOR]

To the authors' knowledge, no systematic review has examined the definition of safety leadership in the academic literature to date. A review was therefore carried out to determine how safety leadership was defined in the peer reviewed empirical literature and thematic analysis was employed to identify patterned meanings across the data. Thirty-seven primary definitions, or definitions that were not borrowed from other studies, were identified. Of these 37, seven conceptual definitions were found to be evidence-based, six of which were endorsed by their operational counterpart definitions and one which was derived using exploratory research. These seven definitions showed strong alignment with the three themes that emerged from the thematic analysis that capture the why, how, and who of safety leadership. Transformational leadership theory formed the foundation for many of the definitions in the academic literature, despite recent evidence suggesting that adopting multiple forms of leadership styles would be more effective for improving workplace safety. Gaps in the current evidence base are explored and suggestions for future research are discussed. [ABSTRACT FROM AUTHOR]

Drawing from transformational leadership (TFL) theory and research on contextual leadership, we examined a conditional process model of leadership in nursing teams to predict patient loyalty. Using TFL's individualized consideration dimension as a salient facet of the construct in care services, we first posited that nurses' team affective commitment would partially mediate the impact of nurse leadership. We further conceptualized nurse–physician collaboration, organizational formalization and task feedback as discrete contexts that may curb the influence of head nurses' individualized consideration. In a three‐wave, multisource and multilevel study, we surveyed 654 nurses and 1770 patients from 91 hospital units. We found that team‐level head nurses' individualized consideration positively and partially related to patient loyalty through nurses' team commitment and that higher levels of nurse–physician collaboration, organizational formalization and task feedback were associated with reduced influence of individualized consideration on team commitment and patient loyalty. We discuss the implications of these findings for advancing theory and research on TFL and contextual factors of leadership. [ABSTRACT FROM AUTHOR]

This study examined the impact of transformational leadership on innovative work behaviour (IWB) among employees in Ghana's hospitality sector. It also explored how organizational and employee absorptive capacity (AC) moderates the relationship between transformational leadership and innovative work behaviour. Data were randomly collected from 795 employees across star-rated hotels in the Volta Region of Ghana through structured questionnaires. The findings reveal that transformational leadership significantly impacts employees' innovative work behaviour. In addition, organizational and employee absorptive capacity significantly moderate the transformational leadership and innovative work behaviour relationship (albeit negatively for organizational absorptive capacity). Therefore, hospitality managers can exhibit higher levels of inspiration and support to their employees to generate innovative activities and outcomes. Also, firms can implement appropriate structures that foster knowledge exploration, acquisition and application at the employee level. This is because it enhances employee innovative work behaviour, especially in the presence of a transformational leadership style. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to examine the impacts of financial and nonfinancial incentives on the development of employee work motivation and knowledge sharing in the postpandemic environment. The paper further investigates the role of transformational leadership as a moderator in enhancing the relationship between work motivation and knowledge sharing. Design/methodology/approach: Adopting a quantitative approach, the study uses data collected from multiple informants, specifically senior managers, in Nepalese manufacturing and service business-to-business (B2B) firms. Findings: Contrary to prior research, the results reveal that nonfinancial incentives have a stronger impact on work motivation in the postpandemic era. This enhanced work motivation, in turn, contributes to knowledge sharing, with transformational leadership further strengthening the relationship. Practical implications: The findings suggest that B2B firms should consider moving toward leveraging nonfinancial incentives to motivate employees to develop knowledge sharing initiatives, especially in challenging circumstances such as those experienced in the postpandemic era. In addition, it is recommended that chief executive officers adopt a transformational leadership style to facilitate effective knowledge sharing within their firms. Originality/value: In a developing economy and amid the challenges of the global pandemic, there has been limited research exploring the possible effects that financial and nonfinancial incentives could have on work motivation and knowledge sharing. This research bridges this gap by providing a fresh perspective on work motivation and knowledge management in B2B firms, contributing novel insights to the literature. [ABSTRACT FROM AUTHOR]

Of all the most prominent business concepts (e.g., DE&I, employee well-being, employee engagement, organizational culture, etc.) none rivals leadership in terms of public interest and annual monetary investment. Despite the obvious importance of leadership as a determinant of many important outcomes, the concept of leadership has been surprisingly hard to pin down, lacking consensus as to its precise meaning. As numerous authors introduce ever more constructs (e.g., servant leadership, toxic leadership, sustainable leadership, transformational leadership, etc.), the leadership concept has become emblematic of the problem of construct proliferation. Like the related fields of employee engagement, subjective well-being, and organizational culture, the leadership field is in desperate need of a clearly articulated meta-theory to house its many constructs, allowing theory and measurement to build up instead of continuing to pile up. This paper argues for grounding the concept of leadership within the psychological literature on human needs. In reviewing the leading definitions of leadership in the literature we find that they are reducible to a core set of follower needs that can be facilitated or inhibited by leaders. We propose that there is substantial value in adopting a comprehensive needs-based taxonomy over current approaches. We consider the impact of setting the concepts of leadership within existing need constructs for each of the following: (a) theory, especially the development of leadership frameworks and particularly how the concept of leadership relates to the concepts of organizational culture, employee well-being, and employee engagement; (b) methods, including the value of applying a comprehensive, structured model; and (c) practice, where we emphasize the practical advantages of clear operational definitions. [ABSTRACT FROM AUTHOR]

The purpose of this study is to determine if there is a positive relationship between full-range leadership and employees' effort, efficiency, and satisfaction. A questionnaire was administered to 577 executives from Colombian companies, and the data was analyzed using a partial least squares structural equation modeling (PLS-SEM) approach. The results show that both transformational and transactional leadership have a direct and significant impact on extra effort, effectiveness, and satisfaction, with transformational leadership having the greatest impact on these factors. Conversely, passive-avoidant leadership has negative effects on these three constructs. This study validates the effectiveness of the MLQ 5X in a South American country, a geographical region where such studies are in their early stages. Finally, the whole range of leadership styles--transformational, transactional, and passive-avoidant--is looked at. These styles are seen as second-order constructs that challenge latent multidimensional models as they emerge. [ABSTRACT FROM AUTHOR]

Introduction: In the new era of higher education focusing on "double firstclass" development, private universities in China face significant opportunities and challenges. The success of these institutions is closely linked to effective leadership, particularly transformational leadership, which is known to inspire and motivate employees toward extraordinary achievements. This study explores the existence and impact of transformational leadership on teachers' work performance in Chinese private universities. It aims to fill a research gap regarding the role of transformational leadership in a resourceconstrained environment and provide practical insights for enhancing teachers' work performance, thereby contributing to the rapid development of private universities and the realization of "double first-class" goals. Methods: This study employed an input-process-output approach, combining qualitative data from face-to-face interviews with 12 leaders at Guangdong University of Science and Technology and quantitative data from an electronic survey of 392 university teachers. Data were analyzed using SPSS26.0, AMOS24.0, and NVIVO14, including exploratory and confirmatory factor analyses, common method bias assessment, and correlation analysis. Structural equation modeling with AMOS24.0 was used to explore the relationship between transformational leadership and teachers' work performance, evaluating the impact of each transformational leadership dimension. Results: The study findings demonstrated that transformational leadership styles are being employed in Chinese private universities, albeit not extensively, with moderate effects on teachers' work performance. The research identified organizational vision, intellectual stimulation, and personal recognition as significant drivers of enhanced performance among faculty members. Nevertheless, the study did not confirm the impact of supportive leadership, inspiring communication, and moral modeling within the context of Chinese private universities. Discussion: The results highlight areas for potential development in leadership practices, including improving teachers' competencies, motivating teachers, providing good work opportunities and environments, and building good teacher teams. [ABSTRACT FROM AUTHOR]

This study conducts a comprehensive bibliometric and content analysis of scholarly articles investigating the relationship between leadership and organizational commitment. Utilizing the Web of Science Core Collection database, the research encompasses a rigorous search strategy focused on terms such as "leadership", "distributed leadership", "transformational leadership", and "organizational commitment". We selected a final dataset of 2110 peer-reviewed papers from the management and business domains after filtering through over 10,000 sources. The analysis identifies five key clusters to expand the understanding between leadership and organizational commitment: (1) "The Future of Remote Work and Its Impact on Organizational Commitment", (2) "Authentic Leadership in the Age of Climate Organizational Change", (3) "Job Satisfaction Promotes Leadership and Organizational Commitment by Empowering Attitudes and Perceptions", (4) "Study of Leadership Style and Culture as Antecedents of Organizational Performance", and (5) "Leadership in the Digital Age: Exploring the Intersection of Transactional and Transformational Leadership Styles". This study's originality lies in its extensive bibliometric examination, offering novel insights and guiding future research directions, thereby significantly contributing to the understanding and advancement of the field. [ABSTRACT FROM AUTHOR]

Psychologists have argued that Western-based explanations of personality traits, leadership styles, and work performance may not capture Eastern norms and values. This study compares academicians’ personality traits and work performance in a traditional Indonesian Javanese community using transformational and Asta Brata as western and Hindu philosophy of leadership styles scales, respectively. This study uses transformational and Asta Brata leadership styles to examine how leadership styles act as mediators between personality traits and work performance. The respondents were 342 academics from East Java universities selected using multistage cluster random sampling. The results showed that the transformational leadership style mediates only the relationship between agreeableness with contextual performance and openness to task performance. Asta Brata’s leadership style mediates openness to experience, extraversion, and agreeableness with tasks and contextual performance. In conclusion, academicians recognize that Asta Brata is better than the transformational leadership style as a mediator between personality traits and work performance. These data imply Asta Brata’s leadership approaches better resemble Javanese leadership and are accepted by followers than transformational leadership. Finally, Asta Brata’s leadership styles explain the big five personality traits and work performance better than transformational leadership styles. [ABSTRACT FROM AUTHOR]

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This article explores the historical context of educational leadership, tracing its roots from ancient times to the emergence of transformational leadership in the 1970s. It discusses the ambiguity of the term "transforming educational leadership" and its two interpretations: leadership that transforms education and the changing understanding of educational leadership over time. The article aims to increase understanding of transformational leadership and its potential future developments in the rapidly changing educational environment. It also discusses current efforts to improve the quality of educational leadership, highlighting the role of principals, challenges they face, and different models of leadership. The text emphasizes the need for comprehensive research and support for school leaders, particularly in the face of changing circumstances and challenges like the COVID-19 pandemic. Overall, it provides valuable insights into the evolving nature of educational leadership and the importance of effective leadership in schools. [Extracted from the article]

Background: The recent trend of increased indoor activities has significantly influenced daily life, enhancing the popularity of exercises like Pilates. This study explores how Pilates instructors' leadership styles affect class satisfaction and psychological well-being, addressing the research gap concerning the specific impact of leadership within the context of Pilates classes. Methods: The study surveyed 388 participants from 39 Pilates studios across South Korea, utilizing a questionnaire to assess leadership styles (transformational, transactional, and servant leadership), class satisfaction, and psychological well-being. Using statistical analyses, leadership styles were assessed for their correlation with class satisfaction and psychological well-being. Results: Findings revealed that transformational and transactional leadership styles were positively correlated with class satisfaction and psychological well-being. Specifically, transformational leadership significantly enhanced educational satisfaction and personal growth, while transactional leadership most strongly influenced social satisfaction and the sense of purpose in life. Servant leadership was notably effective in improving physical class satisfaction. The study also highlighted the critical role of class satisfaction in promoting psychological well-being among participants. Conclusion: This research underscores the importance of leadership styles in enhancing the Pilates class experience, suggesting that instructors' leadership approaches can significantly impact participants' satisfaction and psychological well-being. The study advocates developing training programs that equip Pilates instructors with the skills to adopt effective leadership styles, fostering a more positive and fulfilling class environment. [ABSTRACT FROM AUTHOR]

In the school context, the teacher–student interaction style plays a pivotal role in ensuring optimal adolescent functioning. Over recent years, the significance of transformational teacher leadership in fostering student engagement and positive development has been underscored. This study aimed to examine the correlations between transformational leadership and adolescent self-esteem, motor self-efficacy, enjoyment in physical education classes, and intention for future physical activity. This research used an associative and predictive strategy. A total of 429 adolescents from Málaga, aged between 14 and 16 years (M = 14.97; SD = 0.85), participated in this research, which employed an associative, comparative, and predictive approach. The Transformational Teaching Questionnaire (TTQ), Motor Self-Efficacy Scale (MSES), Intrinsic Satisfaction in Sport Instrument (SSI-EF), and Intention of Being Physically Active Scale (MIFA) were utilized for variable assessment. Correlation, Multiple Regression, and cluster analyses revealed statistically significant correlations between transformational leadership and self-esteem, motor self-efficacy, enjoyment, and future activity intention. Specifically, it was revealed that motivational inspiration predicts self-esteem, motor self-efficacy, enjoyment, and intention for physical activity, whereas intellectual stimulation predicts motor self-efficacy, enjoyment, and intention for physical activity. Notably, the transformational leadership factors of intellectual stimulation and motivational inspiration were observed to predict scores across other variables, particularly enjoyment in physical education classes, both overall and by gender. These findings suggest that transformational leadership in physical education classes can significantly enhance student experiences, thereby promoting adherence to physical activity and healthy lifestyles among adolescents. [ABSTRACT FROM AUTHOR]

In Japan, there is almost no national policy that details the attributes and abilities desirable for school management staff. However, in March 2023, Toda City in Saitama prefecture, a city famous for its aggressive education reforms, published the Toda City School Management Rubric (SMR) as perspectives to be referred to in the daily practice of school management through a time-consuming hearing from principals and vice principals. By categorizing each dimension of the rubric itself as well as the documents relating to the creation process with the four school leadership styles, while making a comparison to school leadership standards in the U.S. and U.K., this paper aims to illuminate how the magic words of "school leadership" were turned into concrete perspectives for school leaders to reflect on. As a result, there are similarities and differences among leadership standards in three countries. Moreover, a transformational leadership style seems to be the most frequently mentioned among the four school leadership styles, and many of the principals and vice principals referred to instructional leadership in a sense that they need to take a lead in transforming traditional teacher-led instruction into student-centered learning. Furthermore, a distributed leadership style is considered to be important by many school leaders, especially because they continue to seek an appropriate balance between top-down and bottom-up approaches, and some principals and vice principals take the issue of work style reform seriously, which assumes an aspect of transactional leadership. As an arguably unprecedented attempt to comprehensively analyze the detailed policy documents on school leadership in Japan, this article will provide cross-cultural implications for school leadership policy and practice. [ABSTRACT FROM AUTHOR]

Copyright of European Journal of Management & Business Economics is the property of Emerald Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Environmental & Social Management Journal / Revista de Gestão Social e Ambiental is the property of Environmental & Social Management Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Environmental & Social Management Journal / Revista de Gestão Social e Ambiental is the property of Environmental & Social Management Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Countless articles and books have been written about transformational leadership theory since the late 1970s when it first appeared in the literature. The purpose of this conceptual paper is to illustrate that transformational leadership contains both logical and psychological problems when explaining the nature of leadership and as an empirically supportable and verifiable construct. It aims to show that its failure to garner evidence from a scientific methodological analysis may not invalidate its efficacy if it is viewed from an alternative lens, such as aesthetics. An aesthetic frame is one that recognizes sensuous ways of knowing since feelings and emotions are just as important as reason and logic. An aesthetic approach to leadership would see leadership as more of an art than a science. This paper is not arguing for the abandonment of transformational leadership theory; rather it is saying that an aesthetic lens is likely to yield a richer, more artistic, and more nuanced account of what is understood and enacted as transformational leadership. This way, the manifestations of transformational leadership may live on in the arts and continue to inspire and motivate us. [ABSTRACT FROM AUTHOR]

This paper investigates the impact of speech prosody on perceived transformational leadership within a business context. Previous works have mainly concentrated on political preference or leadership; however, the business scenario is rather limited. Notably, a few studies have pointed to the subscale of transformational leadership, yet there is scant research to examine the full-dimensions of transformational leadership. Utilizing a large sample of 122 speakers and 122 evaluators, OpenSMILE was employed to extract the prosodic features, and Waikato Environment for Knowledge Analysis was used to analyze the data. With the SMO regression as the machine learning algorithm, the results indicated that fundamental frequency, speech intensity, and voicing probability influence various dimensions, including inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration. Fundamental frequency emerges as a pivotal predictor of highlighting the importance of conveying leadership qualities across multiple subscales of transformational leadership. The findings also suggested practical implications for further leadership development by vocal cues. Nevertheless, limitations include the predominantly student sample and the specific context, warranting further research on diverse populations and backgrounds. Future research could explore cross-cultural variations in leadership perceptions and extend analyses to transactional leadership. Overall, this research enriches our understanding of speech prosody in shaping perceptions of leadership and provides insights into the aspects of theory and practice. [ABSTRACT FROM AUTHOR]

Transformational leadership may not be positively and significantly affects the performance of sports federations, because sport organization unique nature is competitiveness and result-driven organization. The purpose of this study was to assess the impact of transformational leadership practices on the organizational performance of some Ethiopian sports federations. Cross-sectional design was used to collect transformational leadership and organizational performance variables. The study was conducted in Addis Ababa City Administration, Ethiopia. The data was collected from Ethiopian sports federations participants (n = 95). Transformational leadership as a predictor variable measured by multifactorial leadership questionnaire and sport federation performance was measured by Australian national Olympic sporting organizations effectiveness. SPSS version 26 was used to process the data; robust method of multiple regression analysis was used to analyze the data p < 0.05. The result of the study shows that idealized influence was statistically significantly predicted organizational performance (ß = .26, p = .00). However, that inspirational motivation (ß = .03, p = .54), intellectual simulation (ß = .11, p = .12) and individualized considerations (ß = -.05, p = .49) did not significantly predicted organizational performance. The finding of the study shows that transformational leadership idealized influence enhanced the performance of selected Ethiopian sports federations through inspiring trust, fostering commitment, promoting excellence, and cultivating a positive organizational culture. Ethiopian Sports Federation managers were advised to consider transformational leadership style dimensions such as inspirational motivation, intellectual simulations and individual considerations in their leadership. [ABSTRACT FROM AUTHOR]

Introduction: Organizational culture is a key issue to improve organizations' effectiveness. Several studies stress the importance of the organizational culture in the health care sector, as it is focusing on the quality of care and patient safety. Aim: This special article explores the relationships between organizational culture, transformational leadership and emotional intelligence. Methods: A review was conducted through databases such as PubMed, ProQuest and Scopus. Results: Organizational culture and transformational leadership are linked to the organizational effectiveness. Transformational leaders are responsible for shaping the organizational culture, as the values adopted by the transformational leader will be more easily adopted by employees, as a positive correlation exists between transformational leadership and organizational culture. Emotional intelligence could play an important role for the development and the improvement of the organizational culture in organizations. Given the positive relationship that exists between emotional intelligence and transformational leadership as well as their positive impact on organizational culture, this can help organizations' ability to change in order to remain competitive. Leaders should evaluate their personal leadership behaviors and adopt transformative elements of leadership and emotional intelligence. The management organization that invests in human capital derives a good organizational culture. Conclusions: Organizational culture, transformational leadership and emotional intelligence may have an important influence to the development of a positive organizational culture in organizations. Leaders have to make frequent evaluations of their leadership style to help their staff to achieve the desired results on organizational culture, transformational leadership and emotional intelligence. [ABSTRACT FROM AUTHOR]

This study aims to examine the complex relationship between leadership styles, organizational performance, and employee retention across different economic systems. Furthermore, it seeks to illustrate how different leadership approaches impact organizational dynamics within different economic contexts. Employing a mix of case study and qualitative methodologies, the research investigates the multiple organizations in Germany, Switzerland and Austria, utilizing a structured analysis on the collected data. The methodology is designed to capture the nuanced ways in which leadership influences key organizational outcomes, including employee loyalty and organizational efficacy. The findings suggest that transformational leadership universally enhances organizational performance and employee retention, yet the effectiveness of leadership styles is significantly shaped by cultural and economic factors. In conclusion, this research paper indicates that adaptable, context-aware leadership is crucial for navigating the complexities of global economic systems, highlighting the need for leaders to tailor their approaches according to the environment in which it operates. [ABSTRACT FROM AUTHOR]

This paper examines relations between school leadership styles, particularly transformational and transactional leadership, and its impact on teacher involvement and job satisfaction in Israeli high schools. The research sample included 40 high school principals, 324 English teachers, and 212 parents from both Jewish and Arab sectors. Data were collected through questionnaires based on the Teaching and Learning International Survey (TALIS) framework, measuring principals' involvement, transformational and transactional leadership styles, and aspects of school management. Multiple linear regression analyses were conducted to predict teacher involvement and job satisfaction based on principal variables. Results indicated that principal's involvement and close management supervision positively correlated with teacher involvement, while principal's responsibility negatively influenced job satisfaction. However, transformational and transactional leadership styles did not show significant direct effects on job satisfaction. Subgroup analyses revealed differences among Jewish and Arab teachers, with transformational leadership negatively impacting Arab teacher involvement, contrary to its positive impact on Jewish teachers. While transformational leadership may not directly influence job satisfaction, its interaction with other variables such as cultural contexts and management practices warrants further investigation. Understanding these complexities is crucial for enhancing teacher engagement and satisfaction, ultimately benefiting student learning outcomes. [ABSTRACT FROM AUTHOR]