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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]

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]

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 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]

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]

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]

Purpose: The purpose of this study is to investigate the relationship between leadership styles and organizational effectiveness in the oil and gas industry, with a particular focus on the moderating role of knowledge acquisition capacity (KAC). Design/methodology/approach: Using a survey research design, data was collected from 322 respondents comprising faculty employees in the upstream, midstream and downstream of the oil and gas sector in Ghana. The data were analyzed by using the ordinary least squares approach to structural equation modelling with the use of SPSS and Amos software. Findings: The findings contribute to the existing body of knowledge by confirming the positive associations between transformational and transactional leadership styles and organizational effectiveness. Moreover, the study highlights the significant moderating role of KAC, shedding light on the interaction between leadership styles and the ability to acquire and integrate external knowledge. Originality/value: By investigating the influence of KAC, which represents a company's ability to acquire and integrate external knowledge, this study provides a deeper understanding of how leadership styles interact with knowledge acquisition to shape organizational effectiveness. The study makes a contribution to the upper-echelon theory and a practice-knowledge contribution for managers in the oil and gas industry in Ghana. [ABSTRACT FROM AUTHOR]

Research Aims: The primary aims of this study involve examining the effect of leadership styles on self-efficacy and the effect of self-efficacy on innovative work behaviour. Design/Methodology/Approach: Quantitative research was conducted by collecting data from 242 randomly selected software developers in four software development companies in Yangon using structured questionnaires. Regression analysis was used to attain the research objectives. Research Findings: The results showed that transactional and ambidextrous leadership styles have a significant effect on increasing the self-efficacy of software developers. This study also revealed that self-efficacy is an antecedent of the innovative work behaviour of software developers. Theoretical Contribution/Originality: The study confirmed that transactional leadership significantly impacts self-efficacy and validated the role of ambidextrous leadership in selfefficacy. Moreover, self-efficacy was found to have an impact on innovative work behaviour. Managerial Implication in the South East Asian Context: This study suggests that transactional and ambidextrous leadership styles can create enabling environments by encouraging and empowering team members to increase their self-efficacy and engage in more innovative endeavours. Research Limitation & Implications: Data was collected once using a questionnaire from a sample of four companies. The insights can help leaders maintain a sustainable competitive advantage, leading to more job opportunities and long-term economic growth in Myanmar and other developing countries. [ABSTRACT FROM AUTHOR]

Copyright of Research in Sport Education & Sciences is the property of Ataturk University Coordinatorship of Scientific Journals 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.)

This paper aims at revealing the specifics of leadership in higher education by comparing it with leadership in traditional business organizations. As a result of the co-citation analysis (the sample included 3,827 articles retrieved from a Scopus database) the authors were able to narrow down the sample to 6 key studies exerting significant influence on the research landscape. The authors proceeded with analysis through the prism of “leader traits-leader behavior-situational context” framework to enable a comparison of leadership in higher education and traditional business organizations. The analytical view taken on the results revealed that academic environment present specific challenges distinct from traditional business contexts. Within this leadership context an integrative approach – encompassing transactional, transformational, and relational-oriented behaviors – is the most adequate style. The interaction between the leader and the followers within the university environment resembles a partnership (the leader acts as a senior partner) rather than the power relations that are specific to traditional business organizations.

Given the current culture and climate on college campuses, it is imperative that all students have the opportunity to participate in deep learning experiences, impacting their time on campus and preparing them for their impending transition into the workforce. While high impact practices (HIPs) are readily available, and participation encouraged, to the majority of the student population, it can be difficult for student-athletes to partake in such endeavors. Therefore, the purpose of this study is to investigate the role that leadership plays in the integration (or lack thereof) of HIPs into the student-athlete development process. Through semistructured, phenomenological interviews with 21 staff members (administration, coaching, academics) of a mid-major Division I intercollegiate athletic program, the researchers were able to further understand the impact of leadership on HIPs in intercollegiate athletics. With this, three primary themes, with multiple sub-themes, emerged. These include Resources, Messaging, and Relationships. While there was a mix of positive and negative aspects of each theme, the general idea was that without a university directive, or a transformational leader, this type of pursuit would not be an overarching priority. Both theoretical and practical implications, as well as recommendations, are discussed. [ABSTRACT FROM AUTHOR]

Leadership is fundamental in Ecuadorian companies, driving the development, efficiency and competitiveness of their employees. In Ecuador's mining companies, leadership is crucial to creating an innovative environment; leaders not only guide, but also inspire teams to achieve ambitious goals. They encourage creativity, the adoption of sustainable technologies and solutions, and promote a culture of innovation that benefits the mining industry and business progress in Ecuador. This paper was developed to evaluate how leadership influences the organizational climate for innovation in a mining company in Ecuador. Statistical models of factor analysis were applied to establish which type of leadership has the greatest influence on the organizational climate for innovation in the company studied. Relationships were found between transformational and transactional leadership factors with flexibility and innovation support, while task orientation in the field of innovation is influenced by elements of passive leadership. [ABSTRACT FROM AUTHOR]

Leadership plays a fundamental role in the success and efficiency of public entities, their officials direct and manage these organizations, so they must have effective leadership skills that allow them to guide their teams towards the achievement of institutional goals and projections. The different styles of leadership that can be adopted by officials, their distinctive characteristics and impact on organizational performance are taken into account, with the main objective of: Analyzing the different styles of leadership that are adopted by public officials in their role of direction and management in these organizations, for an overview. The results highlight the importance of adopting transformational and democratic leadership styles that promote effective organizational performance, employee engagement, and job satisfaction in public entities. [ABSTRACT FROM AUTHOR]

Purpose: To investigate the influences of leadership styles on learning capacity and on the types of business budget use in agro-industrial cooperatives. Methodology: It is a descriptive investigation, characterized as quantitative, and as a survey, with the application of the statistical technique of structural equations modeling with partial least squares estimation using SmartPLS software. Results: It was possible to verify that (i) transactional leadership had a positive influence on the diagnostic use of the budget; (ii) organizational learning capacity as a mediator of transformational leadership in the interactive use of the budget presented the expected result; (iii) transformational leadership showed a positive meaning in organizational learning; (iv) organizational learning capacity had a positive meaning in the interactive use of the budget. Contributions of the Study: This research contributed to show that the manager's role goes beyond elaborating, applying and accompanying the organization. It is necessary to channel efforts or demand time for the management process, since the collaborators perceive their importance and contribute effectively when engaged with the organization in which they work; it was possible to verify that the style of the leader has a significant influence on the use of the referred tool and that this can be a great ally if well developed. [ABSTRACT FROM AUTHOR]

Copyright of Revista de Ciencias Sociales (13159518) is the property of Revista de Ciencias Sociales de la Universidad del Zulia Venezuela 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.)

This study explores the relationship between the transformational style of primary education Principals and the job satisfaction of their primary teachers in the Achaia region of Greece. A survey of primary school teachers in Greece (n = 411) revealed a strong positive association between transformational leadership and job satisfaction, highlighting the critical role of effective leadership in fostering a positive and supportive work environment for teachers. Pearson correlation analysis demonstrated significant correlations between leadership style and job satisfaction, considering both extrinsic and intrinsic parameters. Demographic factors, such as age and work experience, were associated with variations in satisfaction with the freedom to choose how to work, recognition for work, and promotion prospects. Specifically, older teachers expressed lower satisfaction levels in these areas. Moreover, the study highlighted the substantial impact of leadership style on job satisfaction. Age had a negative correlation with satisfaction with the freedom to choose how to work (r = −0.11, p = 0.019) and satisfaction with recognition for work (r = −0.112, p = 0.019), suggesting that older teachers tend to be less satisfied with these aspects of their jobs. Work experience had a negative correlation with satisfaction with promotion prospects (r = −0.14, p < 0.001), suggesting that more experienced teachers tend to be less satisfied with their prospects for career advancement. Transformational and personalized leadership styles were positively correlated with job satisfaction. Transformational leadership exhibited a strong positive correlation with satisfaction from the administration, colleagues, and working conditions (r = 0.785, p < 0.001). Transactional leadership also exhibits significant positive correlations with these aspects of job satisfaction, albeit to a slightly lesser extent. On the other hand, transactional leadership demonstrated a moderate positive correlation with overall job satisfaction (r = 0.301, p < 0.01), while no significant correlation is observed with satisfaction from the administration, colleagues, and working conditions. Passive laissez-faire leadership, in contrast, revealed negative correlations with all dimensions of job satisfaction, indicating a detrimental impact on the satisfaction levels of primary school teachers. These nuanced findings underscore the importance of considering multiple leadership styles in understanding their varied impacts on job satisfaction among teachers. [ABSTRACT FROM AUTHOR]

The key preoccupation of this article is to investigate the nexus between "managerial turn" in higher education and transformational leadership in educational context. Leveraging on qualitative methodological approach linked to secondary data analysis, this paper explores the relationship between managerialism and transformational educational leadership. The analysis undertaken emphasises that transactional leaders in contrast to transformational leadership fails to inspire, motivate and encourage academics and other higher education staff given the pressures of managerialist regime that is buffeting the educational institutions. Managerialist pressures encourage cost minimisation, compliance regime, control, marketization of educational values and efficiency rhetoric that pervade the current landscape of higher education globally. This analysis and insights provided here will help to guide policymakers, educational institutions, academics and researchers to rethink the place of managerial practice in organisations for a better academic outcome, freedom of faculty members, restoring the pristine values of education and motivation of academics. Consequently, this paper contributes to the growing discourse on managerialism in educational institutions, which is currently undertheorised and understudied. It further sheds light on how reworking leadership style could bring innovativeness, competition and development within the educational sector for transformation as well as to rise against the backwater of management-oriented practices and policies that stifle effort at transformed educational leadership. [ABSTRACT FROM AUTHOR]

This study explores the experiences, practices and perceptions of primary school principals currently leading autism classes in Ireland. Autism classes in mainstream primary schools are becoming increasingly common in the Irish education system. The prevalence of autism classes highlights the importance of their role in enabling autistic children to attend mainstream schools. It reflects the increasing number of autistic pupils who require these specialised placements. Primary schools serve all children. It is essential that autistic children are supported in the best way possible so they can reach their full potential. The principal has a pivotal role in all aspects of his or her school, including leading the autism classes. Given the centrality of their role, it is imperative that the principal is supported by the best practices and theory available. This study sought to give the principals time to reflect on their inclusive leadership and decipher what it meant for them in their lived experience and context. Theories of leadership through a socio-cultural lens frame the overall study. A qualitative research design was adopted using semi-structured interviews with 15 primary school principals. Analysis of the data was conducted using a reflective thematic analysis approach. Findings of the research reveal that there are particular leadership styles that align with an inclusive leadership approach. These styles are distributed leadership, transformational leadership and instructional leadership. A positive disposition towards inclusion is an important factor in the principal's perceptions of their leadership. The idea of inclusionary leadership is borne out of the study. This term indicates that leaders striving for inclusion in their schools do not view it as a destination to be reached but rather a long-term journey they travel. This research is a pathway for further study in the field. It has implications for pupils, principals, school communities and policy makers regarding the value of the work of inclusionary leaders. All participants referred to in this paper have been given two letter pseudonyms to protect their identity. [ABSTRACT FROM AUTHOR]

The purpose of this study is to determine the relationship between the leadership styles of leaders of financial technology (Fintech) start-ups and firm growth. A quantitative design employing a cross-sectional survey with the use of a Likert questionnaire was conducted on the leaders of top-performing Fintech firms in Zambia, as recognized by Tracxn in its May 2020 report. This study focuses on three leadership styles: transformational leadership, transactional leadership, and laissez-faire leadership. The most significant result is that transformational leadership is strongly associated with the growth of Fintech start-ups in Zambia, while transactional leadership plays a limited role. The association between laissez-faire leadership and firm growth is positive but weak. The research makes two main contributions to the literature in the field of Fintech. First, the findings can help researchers explain leadership styles that predict the growth of Fintech start-ups. Second, founders of Fintech firms will understand the most important leadership styles that can lead to the growth of start-ups. The limitations of this study relate to the sample size, the need to consider other readership styles, and the use of qualitative and longitudinal designs that would provide more insights and validation. [ABSTRACT FROM AUTHOR]

The study investigates the association among leadership styles, employee well-being and employee's safety behavior of healthcare workers. The study used social learning theory (SLT) for examining the relationship between leadership styles and employee safety behavior. Moreover, social exchange theory (SET) has been incorporated to narrate the moderating effect of employee well-being on the relationship between leadership styles and employee safety behavior. Data have been collected with the help of questionnaires from 515 healthcare workers working in the public hospitals of Punjab, Pakistan. Structural equation modeling has been utilized to test the study hypothesis. Findings indicate that both transactional and transformational leaderships have significant and positive relationship with employee safety behavior. Interestingly, employee well-being negatively moderates the relationship between transformational leadership and employee safety behavior. Furthermore, no moderation was found on the relationship between transactional leadership and employee safety behavior. The findings propose that healthcare management should invest to aware employees regarding their well-being. The findings also suggest that leaders should influence their followers to adopt safety measures at workplace. Furthermore, leaders must be role models in order to attain a competitive advantage and make a balance between management and workers. [ABSTRACT FROM AUTHOR]

The food system represents a complex, interrelated, and interdependent network of individuals and organizations. Despite the unique characteristics of the food system domain, there has never been a comprehensive analysis of leadership capacity amongst food system professionals. The present study provides an empirical assessment of food system leadership capacity using many leadership instruments. The study included pilot (n = 125) and primary (n = 4185) data collection across 27 food system-related leadership development programs. The results validate the Issue Leadership scale, which comprises seven capacity areas: action, change, communication, critical thinking, strategic planning and visioning, interpersonal traits and characteristics, leadership process, and leadership skills. The Issue Leadership scale captures both perception of importance and current skill level. The study results indicate that food system professionals perceived communication and critical thinking, strategic planning and visioning as the most important leadership capacity areas. Furthermore, respondents indicated the highest level of self-perceived skill in critical thinking, strategic planning and visioning, and interpersonal traits and characteristics. Overall, respondents had higher perceived importance levels (m = 4.17) than skill (m = 3.44), indicating the need for additional leadership capacity development amongst food system professionals. Respondents also indicated similar levels of opinion leadership (m = 3.92), servant leadership (m = 3.82), transformational leadership (m = 3.78), and transactional leadership (m = 3.70), providing an additional empirical assessment of food system professional leadership capacity. [ABSTRACT FROM AUTHOR]

Background: In a context where organizations struggle to attract and retain highly qualified workers, organizations need to prioritize the psychological health of employees as a retention factor. To do so, they need to provide a healthy work environment. As an integral part of the employee experience, managers are an important factor in employee retention. In past studies, researchers have focused on the importance of leadership in boosting employees' health without, however, considering factors encouraging such behavior in managers. Recently, some scholars have become interested in managers' health as a resource allowing them to adopt good leadership behavior. Indeed, these studies reveal interesting links between managers' emotional state and their behavior as leaders. Other studies, underscore the importance of considering the organizational context to better understand managers' psychological health that may influence their leadership behaviors. This study proposes to examine the complex process by which organizational culture influences managers' psychological health, which acts as a resource favoring the adoption of good leadership behaviors that are known to be constructive and have positive effects on employee. Methods: Path analyses with the CALIS procedure SAS software, version 9.4 were conducted on a sample of 522 managers in three healthcare facilities in the province of Quebec, Canada. Results: The results revealed that group culture is associated with the two indicators of managers' psychological health at work. The results also demonstrated that managers' psychological distress at work is positively related to transactional and laissez-faire leadership styles whereas psychological wellbeing at work is positively related to transformational and transactional leadership. Concerning indirect associations, there is a significant and positive indirect association between group culture and transformational leadership and there is also a significant and negative association between group culture and laissezfaire leadership. Finally, there is also an indirect association between hierarchical culture and transactional leadership. Conclusion: Our study provides a more in-depth understanding of the relationship between organizational culture and leadership styles. More specifically, our findings highlight the benefits of implementing a group organizational culture to enhance psychological well-being, reduce psychological distress symptoms and promote good leadership behaviors. [ABSTRACT FROM AUTHOR]

Introduction: This study focuses on one of the largest Hungarian companies with a century-long history in the electricity supply business. It aims at examining the relationship between leadership style and safety-awareness in the perceptions of leaders and subordinates. Method: Middle-level managers (N=163) completed the MLQ. Subordinates (N=650) completed the MLQ and expanded with specific subscales, along which employees judged the leadership style of their managers. We relied on some approaches and on analysis of the interviews with participants. To measure safety-awareness, we use 3 different scales. Results: Based on the results, in the subordinates' sample, all scales of Transformational leadership positively significantly correlated with all component of safety-awareness, while all scales of Transactional leadership negatively significantly correlated with every component of safety-awareness. In the managers' sample, both the Transformational and Transactional leadership showed a significant positive correlation with all component of safety-awareness except for the Laissez-Faire leadership, where a negative significant relationship was found. Conclusions: In case of subordinates, safety-awareness is associated with their leader's transformational leadership. From the perspective of managers, it appears that a basic level of safety-awareness is associated to Transactional leadership traits, while a higher level of safety-awareness requires a Transformational leadership. [ABSTRACT FROM AUTHOR]

To enhance competitiveness, organisations should excel in adopting new business processes and ensuring the successful implementation of innovative projects. This study examined the impact of transformational, transactional, and entrepreneurial leadership styles on the innovation process, with a focus on employee innovative behaviour and the climate for innovation as mediating factors. A total of 303 participants from three organisations in the financial services sector (banking and insurance) in Namibia took part in the study. The findings suggest that employing transactional and entrepreneurial leadership styles proves beneficial for fostering innovation within organisations. Specifically, entrepreneurial leadership demonstrates positive effects on both employees' innovative behaviour and the establishment of an innovation-friendly climate. The study reveals that a conducive climate for innovation significantly contributes to overall innovation. Moreover, the results indicate that only the climate for innovation serves as a significant mediator in the relationship between transactional leadership and the innovation process, as well as between entrepreneurial leadership and the innovation process. [ABSTRACT FROM AUTHOR]

Copyright of Revista CEA is the property of Revista CEA 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.)

Introduction: Extraversion and its facets of assertiveness and sociability were identified as stable predictors for leader emergence and effectiveness. However, recent research suggested that extraversion may lie in the eyes of the beholder; it might not be the leader's possession but their followers' attribution of the trait that shapes these criteria of leader success. Methods: In our study, we reverse-engineered this relationship and assessed the effects of effective leadership behaviors on personality perceptions. More specifically, we created scenarios of a leader responding to coordination challenges with passive-avoidant, transactional, or transformational leadership behaviors. We presented 204 participants with these scenarios and assessed how extraverted, assertive, and sociable they perceived the leader to be. Results: Interestingly, and not fully meeting our expectations, ascriptions of extraversion and its facets of assertiveness and sociability did not directly relate to the effectiveness of the behaviors, as the moderately effective transactional leadership style garnered the highest ascriptions of extraversion and its facets. Further, ascriptions of extraversion to the transformational behavior of intellectual stimulation were remarkably low, matched only by the laissez-faire dimension of the passive-avoidant leadership style. Discussion: We integrate and contrast these unexpected but explainable findings with current research, discuss potential associations between introversion and empowering leadership practices and provide suggestions for future discourse, illustrating the potential of investigating the presence of an introverted leadership advantage in the workplace of tomorrow. [ABSTRACT FROM AUTHOR]

Purpose: This article examines the influence of emotional intelligence on organizational citizenship behavior and transformational and transactional leadership, and the impact of these dimensions on operational effectiveness. Design/Methodology: The analysis was based on 180 valid questionnaires from organizations in Colombia's manufacturing sector of the Valle del Cauca region. The variables were analyzed using structural equation modeling to identify the relationships among the studied constructs. Findings: The results suggest that emotional intelligence positively affects organizational citizenship behavior. Nevertheless, emotional intelligence does not impact transformational leadership and only partially affects transactional leadership and operational effectiveness. Emotional intelligence has a strong and positive impact on operational effectiveness when mediated by organizational citizenship behavior, which does have a strong and positive predictive power on operational effectiveness. Hence, in the search for competitive advantage, leaders should seek to improve operational effectiveness by focusing on developing emotional intelligence and organizational citizenship behaviour skills. Interestingly, of the two leadership styles examined in this study, only transactional leadership impacts operational effectiveness, which is inconsistent with the current literature and indicates a need for further leadership training. Originality/Value: The value of this paper lies in discerning the current capabilities and strategies that individuals in an organization must address for proper transactional and transformational leadership. However, before operational effectiveness and a sustainable competitive advantage can be achieved, the role of leaders should be managed through the appropriate application of the concepts of emotional intelligence and organizational leadership behavior. [ABSTRACT FROM AUTHOR]

The purpose of this study was to examine generational differences and leadership style preferences in service and manufacturing organizations in south-eastern (SE) Slovenia. The focus was on preferred leadership approaches and generational differences. Quantitative research was conducted using the Multifactor Leadership Questionnaire (MLQ) to collect data on a sample of 208 employees in manufacturing and service organizations in SE Slovenia. The questionnaire was distributed online and responses were analysed using Kolmogorov-Smirnov test, Shapiro-Wilk test, and the Kruskal Wallis test. The results showed that the transformational leadership style was most preferred by the respondents, followed by the transactional and the least preferred was the laissez-faire style. A significant generational difference was found in the preference for the transactional leadership style, with Baby Boomers showing the highest preference and Generation Z the lowest. Although the study was limited to SE Slovenia and generalizability is limited, the results suggest that organizations should provide leadership training adapted to generational preferences to promote effective leadership. Future research should consider longitudinal and sector-specific studies, as well as the inclusion of variables such as cultural background and organizational culture. [ABSTRACT FROM AUTHOR]

Objective: The purpose of this study was to determine the effect of transformational and transactional leadership styles on organizational readiness for change among health professionals in the case of selected public hospitals in the North Showa Zone, Oromia Region, Ethiopia. Methods: The institutional-based cross-sectional study design was employed for one month in April 2021. The data were collected from a sample of 212 subordinate health professional staffs. Multi-factor leadership surveys and organizational readiness for change questionnaires were used for data collection. Data were analyzed using descriptive statistics and exploratory factor analysis, run on the SPSS 23 version. Pearson correlation and multiple regressions were used. Multiple regression results were expressed using the statistical values R 2 and β-coefficient. Statistical significance was declared at a P -value of <.05. Result: The Pearson product correlation of organizational readiness for change was found to be low positive and statistically significant for both transformational leadership behavior (r =.49, P <.01) and transactional leadership behavior (r =.39, P <.01). Both transformational leadership behavior (t = 5.32, P =.00) and transactional leadership behavior (t = 2.08, P =.034) were found to be significant contributors to the variance of organizational readiness for change among health professionals, according to the findings. However, transformational leadership behavior style appears to make a more significant contribution (β = 0.39) than transactional leadership style (β = 0.15) in predicting organizational readiness for change among health professionals. Conclusion: The study revealed that whenever transformational and/or transactional leadership behaviors are exhibited by the administrative staff, readiness for organizational change (commitment and efficacy) increases among health professionals. The study also concluded that a quarter of the readiness for organizational change can be affected by the two leadership styles. [ABSTRACT FROM AUTHOR]

Transformational and transactional leadership behaviours of healthcare managers have a positive impact on employee job satisfaction and commitment, ultimately improving patient care quality. The most efficient way to develop leadership behaviour in managers is to teach emotional intelligence skills simultaneously. Training programmes are more effective when preceded by a com - petency assessment. The aim of the research was to determine the relationship between employees' perceptions of the transformational and transactional leadership behaviours and emotional intelligence of managers as well as to identify the link between those perceptions and the socio-demographic data of the respondents. A quantitative and cross-sectional study design was used. The sample included 231 healthcare workers. The study used the following instruments: Transformational Leadership Behaviour Inventory, Leader Reward and Punishment Questionnaire, and Genos Emotional Intelligence Inventory. The data were analysed using descriptive and inferential statistics. Emotional intelligence and transformational leadership dimensions were found to have statistically significant positive relationships. Contingent and non-contingent reward behaviours were positively related to emotional intelligence, whereas contingent and non-contingent punishment behaviours were negatively related to emotional intelligence. The study discovered a link between managers' leadership behaviour and the gender, nationality, qualifications, and tenure of the respondents. To conclude, emotional intelligence skills help healthcare managers develop transformational and transactional leadership behaviours. Managers may need to make an effort to understand employee diversity in order to devise leadership strategies aimed at maximising employee potential. In Estonia, the short version of Genos Emotional Intelligence Inventory is recommended as an alternative for healthcare leadership research. [ABSTRACT FROM AUTHOR]

Copyright of Revista de Ciencias Sociales (13159518) is the property of Revista de Ciencias Sociales de la Universidad del Zulia Venezuela 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.)

Leadership has been widely studied worldwide, emphasizing changes that individuals with particular qualities achieve from the transformational and transactional. The objective is to evaluate the relationship between transformational and transactional leadership styles taking into account the effort and effectiveness perceived by followers in Ecuadorian public and private companies. Visions of seminal authors are analyzed on the subject Avolio and Bass, Emeka, Feliciano et al., Gutiérrez et al., Mirzani, among others. The research was quantitative, non-experimental, cross-sectional, and explanatory. The MLQ instrument (Avolio & Bass, 1991) was used, the sample was non-probabilistic for convenience, with 519 workers from Ecuador participating. SPSS V25 and SmartPLS4 software were used. Don’t exist significant differences in transformational leadership about gender, but there are in transactional leadership. By type of company, it was evidenced that there are no significant differences regarding transformational leadership, more so when analyzing transactional leadership. Men apply transactional leadership to a greater extent than women, demonstrating that transformational leadership is applied in the private sector in a higher percentage. Gender moderates the relationship between transformational leadership and effort, as well as the relationship between transactional leadership with effort and effectiveness. No evidence of any moderating effect of company type on the relationship between leadership styles and effort was found. [ABSTRACT FROM AUTHOR]

As a result of the changes and developments experienced with globalization, the interaction of individuals with different cultural characteristics between countries has begun to gain importance. Integration and orientation of employees with different cultural values around a single goal, adopting a leadership type suitable for the cultural characteristics of organizations has gained importance in terms of organizational effectiveness and efficiency. The problem of how to manage organizations that include individuals with these differ- ences has led to focus on culture, cultural differences and leadership types. The aim of the study, which examines leadership in Turkish culture in the context of proverbs, which is one of the main elements of cultural heritage, is to evaluate leadership characteristics in Turkish culture in the context of proverbs. The study was designed as a qualitative research and the document analysis method, which allows the analysis of written materials containing information about the phenomenon or facts in the target of the research, was used. The Dictionary of Proverbs published by Aksoy (2007) was used in the study. 2667 proverbs in this dictionary were examined and the data were analyzed with content analysis. As a result of the analysis, within the scope of traditional leadership; autocratic leadership, democratic-participatory leadership, full freedom leadership types and characteristics as well as contemporary leadership approaches; network leadership, exhilarating leadership, distributive leadership, transformational leadership, critical leadership, intellectual leadership, transactional leadership, entrepreneurial leadership, servant leadership, charismatic leadership, quantum leadership, cultural leadership, instructional leadership, teacher leadership, paternalistic leadership, visionary leadership types and characteristics has been reached. The results of the research show that in the context of proverbs, transformational and autocratic leadership types are emphasized the most in Turkish culture, followed by democratic-participatory leadership, transactional leadership and distributed leadership, respectively. Another prominent finding in the research is that the feature "Leader takes decisions on his own and informs his subordinates of his decisions" of autocratic leadership, the feature "Team spirit and participation in decisions are at the forefront" of transformational leadership; the feature "Employee expertise is given importance." of distributor leadership; the feature "The leader knows how to deal with uncertainty." Of quantum leadership; the feature "There is a clearing relationship between the leader and the follower (purpose-reward; pressure-punishment) of interactionist leadership; the feature "Collaborates with team members." of refreshing leadership is one of the most emphasized leadership characteristics in proverbs. When all these characteristics are considered in the research; it has been concluded that autocratic-leaning, cooperation is at the forefront, leadership characteristics such as coping with uncertainties, understanding of the system based on reward and punishment, team spirit building are given more space in the proverbs. Based on the research findings, it may be recommended that the cultural characteristics of the organizations should be identified and the appropriate type of leadership should be included in order for the organizations to achieve their established objectives. It is thought that the study of different oral and written cultural elements of the studies that will address the relationship between leadership and culture from different perspectives can contribute to the field. In addition, by examining proverbs within the scope of different types and characteristics of leadership, comparative research can be carried out in which emphasis on leadership characteristics will be examined in proverbs of different languages and cultures. [ABSTRACT FROM AUTHOR]

Leadership is vital for all organizations, including higher education institutions (HEIs). Based on this, this study aimed to examine department heads' leadership styles concerning employee performance as well as nurturing the culture of justice. For this purpose, the leadership styles (transformational and transactional leadership) relationship is examined with employee performance through the mediating role of organizational justice. Data were collected from academicians working in the HEIs located in the province of Khyber Pakhtunkhwa, Pakistan using a convenience sampling approach to obtain the targeted sample. Data were analyzed through a symmetric approach and after conducting confirmatory factor analysis (CFA) using AMOS, mediation models were assessed by following the Hayes process model procedure. The results indicate that organizational justice partially mediates the direct relationship between transformational and transactional leadership with employee performance in the HEIs sector of Pakistan. It is recommended that institutions need to take action to ensure that just and fair transformational leadership behavior is practiced to attain the desired employee performance in the HEIs. [ABSTRACT FROM AUTHOR]

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Human-robot interaction research has shown that social robots can interact with humans in complex social situations and display leadership-related behaviors. Therefore, social robots could be able to take on leadership roles. The aim of our study was to investigate human followers' perceptions and reactions towards robot leadership behavior, and differences based on the robot's displayed leadership style. We implemented a robot to show either a transformational or a transactional leadership style in its speech and its movements. We presented the robot to university and executive MBA students (N = 29) and subsequently conducted semi-structured interviews and group discussions. The results of explorative coding indicated that participants differed in their perceptions and reactions based on the robot's leadership style and based on their assumptions about robots in general. We observed that participants quickly imagined either a utopia or worried about a dystopia, depending on the robot's leadership style and their assumptions, and that a subsequent reflection led to more nuanced views. We discuss the implications and recommendations for human-robot interaction and leadership research. [ABSTRACT FROM AUTHOR]

Leadership styles and human capital are important drivers of innovation processes. The way the leader interacts with the organization members can pre-empt or leverage innovation processes as leaders influence, empower and motivate other individuals in the achievement of their goals. Human capital is an important driver of innovation and competitiveness, as it will shape the uniqueness of the company as well as the process to obtain skills, capabilities, knowledge and expertise. As such, the main objectives of the paper are to analyze the impact of leadership styles on the innovation process and also to address the moderation effect of the human capital on the previous relation. Four leadership styles—autocratic, transactional, democratic, and transformational—were considered to measure their impacts on the innovation process, considering the alternative types of innovations. The 2018 Community Innovation Survey (CIS) database was used, encompassing Portuguese data, covering the 2016–2018 period, with a sample of 13702 firms. In regard to the empirical part, first, an exploratory analysis was run to better understand the connection between the leadership styles and the innovative strategies followed by an econometric estimation encompassing 28 logit models to disentangle the specific impacts of each leader on each innovation type. Evidence proves that autocratic and transactional leadership styles have a negative impact on innovation and transformational and democratic leadership impact innovation positively. Furthermore, human capital was found to moderate the relationship between leadership styles and the innovation process; i.e., under the same leadership style, the presence of additional skills leverages innovative propensity. The paper brings relevant insights for both managers and policymakers, highlighting that innovation will be accelerated if firms implement more participatory (democratic and transformational) leadership styles and also if they invest in competences to promote knowledge internalization and share. All in all, participatory leadership combined with the internal skills is proved to be an efficient combination for innovation to take place; as such, policy instruments must promote the coexistence of these two factors. [ABSTRACT FROM AUTHOR]

This study introduces the moderating influence of leadership style on the connexion between knowledge management and organizational performance studies. We present a Knowledge-Based Theory and associated hypotheses for testing. A survey design using a case study approach of four organisations in the Petroleum, Energy, Micro Banking, and Education sectors in Ghana was used to collect quantitative data. Data analysis shows the Structural Equation Modelling of the study using Analysis of Moment Structures. The outcome shows a strong and significant relationship between Organisational Performance and Knowledge Management as well as Leadership Style and Organisational Performance. However, results indicate that Leadership Style does not moderate the relationship between Knowledge Management and Organisational Performance. The implication of the study suggests the implementation of comprehensive knowledge management policies through employees to enhance organisational performance. [ABSTRACT FROM AUTHOR]

Organizational commitment is posited to be influenced by organizations' leadership styles. This is due to leadership provides guidance and influence the organizations' members to move towards attaining the collective objectives. Within the context of a high compliance organizations such as the Royal Malaysia Police (PDRM, leadership style is expected to impose stronger influence on the members' work behaviors including the organizational commitment. Thus, this study aims to analyse the effect of transformational and transactional leadership styles on the organizational commitment of the lower rank police officers in the PDRM. The study employs quantitative research design which based on the survey technique. Questionnaires are distributed to 226 respondents among the lower rank police officers who are involved in the crime prevention and enforcement task in the Police Headquarters in one of the districts in Selangor. The study sample has been selected through the random sampling technique and consist of members from the Sub Inspector, Sargent Major, Sargent, Corporal, Lans Corporal and Constable ranks. The Multiple Regression analysis is used to test the influence between variables in the study framework. The study findings show a significant relationship between the transformation and transactional leadership style with the members' organizational commitment. As a result, transformational and transactional leadership styles are essential leadership styles that have influence on the lower rank police officers' organizational commitment. The study result further indicates transformational leadership styles has more positive influence and dominance in contributing to higher level of organizational commitment compared to the transactional leadership style. [ABSTRACT FROM AUTHOR]

Over the last several decades, the attention of scholars in the field of leadership in higher education (HE) has been rapidly growing. A corpus of literature on leadership research has established how leadership styles affect institutional performance, organizational commitment, culture, employees' motivation, effectiveness, retention, and job satisfaction. Although a considerable amount of research on how leadership is related to employees' job satisfaction across literature exists, however, little research has studied the influence of academics' perceived leadership styles on their job satisfaction in African countries and particularly in Tanzania. Drawing from Bass and Avolio's (1994) Full Range Leadership Theory (FRLT) and Herzberg's two-factor theory, the present study examined the association between academics' perceived leadership styles employed by either their deans or head of departments on their job satisfaction as measured by the Minnesota Satisfaction Questionnaire (MSQ). The study was quantitatively driven with a cross-sectional survey design. A convenient sample of academics (N = 411) of which (Men: N = 310, Women: N = 101) from four Tanzanian universities responded to a Multifactor Leadership Questionnaire (MLQ-5x short) and MSQ. A hierarchical multiple regression analysis was performed by using SPSS version 25 to detect significant predictors of academics' job satisfaction. Results demonstrated that both perceived transformational and transactional leadership styles statistically significantly related to academics' job satisfaction over and above their marital status, gender, age, academic rank, and institutional type. While the study has both practical and policy implications, it situates these findings into a broader management and governance literature of higher education leadership. [ABSTRACT FROM AUTHOR]

Teams have been consolidated as strategic units in organizations, as well as their learning behaviors as one of the most effective group processes for results achievement; and the leader has exercised a fundamental role. The aim of this study was to analyze the predictive role of transactional and transformational leadership styles on the team learning behaviors. The testing was conducted with 79 teams, mean of 10 people per team, members of six companies, which responded to instruments about leadership styles and learning behaviors in a face-to-face collection. The results, meso level, revealed that leadership explains 18,4% of learning behaviors. It is understandable, then, the importance of the leader for creating adequate environment for sharing and learning of the teams. [ABSTRACT FROM AUTHOR]

Copyright of International Journal of Education Policy & Leadership is the property of International Journal of Education Policy & Leadership (Center for Education Policy) 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.)

This research aimed to study the effect of leadership (transformational and transactional) on turnover intentions and whether this relationship is mediated by organisational commitment and moderated by the department of activity. To this end, it was hypothesized that: (1) leadership has a negative and significant association with turnover intentions; (2) leadership has a positive and significant association with affective organisational commitment; (3) organisational commitment has a negative and significant association with turnover intentions; (4) organisational commitment has a mediating effect on the relationship between leadership and turnover intentions; (5) the department to which the employee belongs has a moderating effect on the relationship between leadership and organisational turnover intentions. The sample consists of 477 participants working at the Hospital Professor Doutor Fernando Fonseca (HFF) in Portugal, performing their functions in several departments. This is a quantitative, correlational, and cross-sectional study. The results indicate that transformational leadership has a negative and significant effect on turnover intentions and a positive and significant effect on affective and normative commitment. Transactional leadership negatively and significantly affects all three components of organisational commitment. Affective and normative commitment has a negative and significant effect on turnover intentions. Calculative commitment has a positive and significant effect on turnover intentions. Affective commitment and calculative commitment have a partial mediating effect on the relationship between transformational leadership and organisational turnover intentions. The department to which the employee belongs does not have a moderating effect on the relationship between leadership and turnover intentions. It has been proven that leadership plays an extremely important role in the smooth running of this hospital unit. [ABSTRACT FROM AUTHOR]

Copyright of Psychology, Society & Education is the property of Psychology, Society & Education 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.)

Nowadays, sustainable performance (SP) has become an obligation of every organization globally, which captures the attention of recent researchers and policymakers. Following the green theory, this study aims to examine the impact of corporate social responsibilities (CSR), transactional and transformational leadership on the SP. Besides, examining the moderating role of sustainable entrepreneurship and mediating role of organizational commitment among the nexus of CSR, transactional and transformational leadership, and SP is another target of this research. This study adopted the questionnaires to collect the data from the respondents of the internet services industry in China, and structural equation modeling (SEM)was employed to analyze the data. This research revealed that CSR, transactional, and transformational leadership have a positive effect on SP. Secondly, this study also indicated that sustainable entrepreneurship significantly moderates among nexus of transactional and transformational leadership to SP. Besides, our results show that organizational commitment positively mediates the links between CSR, transactional leadership, transformational leadership, and the SP. The conclusion of this research signifies that organizational leadership strongly influences the adoption of green and sustainable operations, which further influences the SP. These results help the regulation-making authorities make new policies related to CSR, leadership, entrepreneurship, and SP. [ABSTRACT FROM AUTHOR]

Copyright of Brazilian Business Law Journal / Administração de Empresas em Revista is the property of Administracao de Empresas em Revista 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.)