Search

Leadership plays a crucial role in formulating strategies to achieve an organization's mission, vision, and goals. It occupies a significant position in broader initiatives aimed at enhancing nurse performance. Implementing an unsuitable leadership style, as dictated by leaders to their employees, can adversely affect employee motivation, performance, and job satisfaction. The study aimed to develop a transformational leadership model based on the principle of caring to improve nurse performance. This study employed an explanatory design and involved 115 respondents selected through cluster sampling techniques. Data were collected using questionnaires that had undergone both validity and reliability testing. The study examined variables such as personal factors, organizational factors, staff factors, work factors, transformational and caring leadership, and nurse performance. For data analysis, partial least squares were utilized with a significance threshold set at t>1.96. The research findings indicate that personal factors exert a positive influence on both transformational leadership and caring (t=5.677). Organizational factors also positively impact transformational leadership and caring (t=4.474), and staff factors exhibit a positive influence on these leadership styles as well (t=4.157). However, work factors do not directly impact transformational leadership and caring (t=0.554). Notably, both transformational and caring leadership styles positively affect nurse performance (t=7.755). The development of a transformational leadership model based on caring is influenced by multiple factors, including personal, organizational, and staff factors. Implementing this leadership model can significantly improve nurses' performance, thereby leading to enhancements in the quality of health services provided in hospitals. [ABSTRACT FROM AUTHOR]

Purpose: Employee sickness absence increased steadily in recent years posing an important challenge for organizations and research. The present study addresses this need by analysing the causal link of transformational leadership and sickness absence, while also taking into consideration the context of leadership by studying the moderation effect of a leader's perceived organizational support (POS) in that association. Design/Method: 57 middle managers of two Spanish companies were randomly assigned to either the control (n = 22) or intervention (n = 35) condition. Multigroup linear regression in MPlus was carried out to compare the effect of transformational leadership on follower sick leave during a 6 months pre and post-test period for both groups, while also taking into account the moderation effect of a leader's POS. Findings: The analysis confirmed the association between transformational leadership and sick leave days due to short-term spells, moderated by the leader's levels of POS. Moreover, this relationship was stronger within the intervention as compared to the control group. Conclusion: The present research provides causal evidence for the link between transformational leadership and sickness absence, and offers an evidence-based and actionable leadership training method for organizations seeking to reduce employee sick leave. [ABSTRACT FROM AUTHOR]

Over the past few years, numerous Leadership models, theories, and methodologies have emerged so that the question arises as to which of the models is most effective, or even which has prevailed. One approach to this question is to compare different models in terms of their overlaps or similarities. This study researches the topic with a reverse approach: can one derive a preference for a particular leadership style or even a leadership direction or leadership 'school' fromthe popular leadership literature? The guiding question is which leadership books sell the most and which leadership style or elements of leadership they represent. For this purpose, Amazon's bestseller lists in leadership andmanagement in a specific period and local market are examined in a quantitative-qualitative study both to elicit the distribution of amodel and to find common styles and elements of leadership among different authors. The result shows that current popular leadership literature primarily reflects transformational leadershipmodels with elements of transactionalmanagement. Aparticular leadershipmindset and special leadership activities such as goal orientation or inspirational motivation can be found in almost all of the most widespread models. [ABSTRACT FROM AUTHOR]

This paper aims to synthesize findings drawn from studies on knowledge leadership to identify the key trend of research in the knowledge management literature over the past two decades. A systematic literature review was performed over a data set of 149 related studies published in the international journals indexed by the WoS, SCOPUS, ProQuest, Google Scholar, Emerald Insight, and Elsevier databases between 2001 and 2021. The findings conceptualized the nature of "knowledge leadership" and revealed six core themes focusing on multiple leadership styles, knowledge leadership for learning, effective KM leadership, leader-member exchange, and customer knowledge leadership. Additionally, the content analysis revealed the importance of knowledge leaders being more transformational, distributed, empowering, and visionary. It has been widely reported that transformational leadership is a significant driver of knowledge management practices in the organization. This study provides an integrated picture of effective knowledge leadership for managers and practitioners that significantly depends on a paradigm shift from hierarchical structures and traditional models of leadership to the use of shared, distributed, and networking leadership. Given this increasing interest in studying the role of leadership in KM, it is interesting to investigate the research trend of knowledge leadership in the KM literature. [ABSTRACT FROM AUTHOR]

As threats facing wildlife and protected areas across Africa increase, demand for innovative and transformational leadership to tackle the challenges remains high. Traditional academic training programmes are playing a critical role in meeting capacity development needs, yet opportunities for strengthening leadership capabilities are limited. This was the rationale behind Mentoring for ENvironmental Training in Outreach and Resource conservation (MENTOR), initiated in 2007 by the U.S. Fish & Wildlife Service through a collaborative effort with various partners to support conservation leadership and capacity development across sub-Saharan Africa. Five independent programmes were implemented over a decade, each designed to combine rigorous academic and field-based training with mentoring and experiential learning for teams of 8–9 fellows selected through a competitive process. It was envisioned that this approach to leadership and capacity development would strengthen the resolve, capabilities and competences of the fellows and position them as conservation leaders. Using data from interviews and online surveys, we assessed three key aspects of the programmes: strategic relevance and design; progress, effectiveness and impact; and sustainability. Overall, we found that all five programmes successfully delivered the objective of strengthening leadership for conservation in Africa, with the cadre of professionals acquiring new skills and expertise to advance their careers, and developing life-long relationships and networks. We discuss the potential of this approach for developing African conservation leaders. [ABSTRACT FROM AUTHOR]

This paper attempts to address and critically examine a current concept of leadership in business studies: digital leadership. Researchers often say that this is a new leadership style and that there is a necessity for such a new style because the entrepreneurial environment has changed considerably with digitisation, but also with Industry 4.0, which to a certain extent coincides with digitisation, and the concept of a so-called vuca (Volatile, Uncertain, Com-plex and Ambiguous) world. The conclusion drawn here could be summarised as follows: a changed business environment forces companies to react, namely with a new way of leading - digital leadership. This study will show that such a concept is by no means new, as research claims, but ratherhas been inexistence formore than 150years. Whatmany researchers understand by digital leadership, apart from the demand for driving forward digitisation, coincides with the leadership principle introduced by Prussian General Moltke, known as 'mission-type tactics.' One of the aims of this paper is to demonstrate this. It will also be shown that digital leadership, in contrast to transformational leadership, can be acquired and that digital leadership cannot be classified in the opposition to transformational or transactional leadership, but is rather to be held and understood as a third variant. Only a prescriptivemethod based on understanding seems to be a suitable method. [ABSTRACT FROM AUTHOR]

Objectives: This study aims to explore the effects of three supervisors' leadership styles (transformational, transactional, and laissez-faire) on residents' job crafting. Methods: Sequential explanatory mixed-methods. First, a purposive sample of residents rated the leadership style of their supervisors and their own job crafting on the Multifactor Leadership Questionnaire and the Dutch Job Crafting Scale. The effects were tested through linear mixed effects regression analysis. Thereafter we conducted semi-structured interviews with residents and conducted a thematic analysis. Results: A total of 116 residents participated. A transformational style had a positive effect on residents' job crafting (b = .19, t(112) =3.76, p=. 009), whereas the transactional and laissez-faire styles did not. This could be explained by the fact that residents felt a positive influence of the supervisors with such style on the atmosphere for training, on the job resources available to them, and on their modelling function for how to handle the demands of the environment. Conclusion: A transformational style of the supervisor has a positive effect on residents' job crafting. Future research should explore the supervisors' perspective, as well as the effectiveness of leadership training for supervisors with a focus on resident outcomes, such as job crafting. [ABSTRACT FROM AUTHOR]

This paper attempts to address and critically examine a current concept of leadership in business studies: digital leadership. Researchers often say that this is a new leadership style and that there is a necessity for such a new style because the entrepreneurial environment has changed considerably with digitisation, but also with Industry 4.0, which to a certain extent coincides with digitisation, and the concept of a so-called vuca (Volatile, Uncertain, Com-plex and Ambiguous) world. The conclusion drawn here could be summarised as follows: a changed business environment forces companies to react, namely with a new way of leading -- digital leadership. This study will show that such a concept is by no means new, as research claims, but ratherhas been inexistence formore than 150years.Whatmany researchers understand by digital leadership, apart from the demand for driving forward digitisation, coincides with the leadership principle introduced by Prussian General Moltke, known as 'mission-type tactics.' One of the aims of this paper is to demonstrate this. It will also be shown that digital leadership, in contrast to transformational leadership, can be acquired and that digital leadership cannot be classified in the opposition to transformational or transactional leadership, but is rather to be held and understood as a third variant. Only a prescriptivemethod based on understanding seems to be a suitable method. [ABSTRACT FROM AUTHOR]

Although the most used measure of transformational leadership, the Multifactor Leadership Questionnaire (MLQ), has been the subject of intense scrutiny among leadership scholars, little interest has been shown in analyzing the relationship between its underlying constructs and / or their measures. The present study identifies a formative factor structure for most MLQ first-order factors, replacing the usual reflective model. We demonstrate the value of this structure using data from two different samples. First, we applied the MLQ to a sample of 129 police officers from the Catalan Police workforce. Second, we ran an online survey with 300 US citizens. We argue that three second-order factors (transformational, transactional, and laissez faire) should be used as emergent aggregate multidimensional models to describe three different leadership styles, challenging the ubiquitous multidimensional latent models favored in the extant literature. We then propose that transformational/charismatic leadership should be treated as a multidimensional emergent profile model, replacing the leadership development order of precedence, which is dominant in modern leadership research. [ABSTRACT FROM AUTHOR]

The main objective of the study is to identify the competencies of transformative leadership in editors-in-chief of Jordanian press organizations. With respect to their training needs and transformational leadership theory, Jordanian society consists of 200Journalists working for the recognized press institutions. In order to achieve the aim of the study a well structured questionnaire was distributed to editors-in-chief working in the Jordanian press. The study used descriptive statistics to define training needs of competencies of transformational leadership. The study found that leadership competencies existed in the press organizations and that the transformation among the editors-in-chief was moderate. Hence, the study recommended the need to enhance the development of transformational leadership competencies among editors-in-chief of Jordanian press organizations. [ABSTRACT FROM AUTHOR]

This study was designed to investigate the mediating effect of transformational leadership on the relationship between organizational silence and knowledge transfer among librarians in federal universities in southern Nigeria. The questionnaire was used to collect data from a population of 250 librarians, out of which 240 responded, yielding a response rate of 96 percent. The study found a significant positive correlation between transformational leadership and knowledge transfer of the respondents. Organizational silence has a significant negative correlation with the respondents, and organizational silence has a significant negative correlation with transformational leadership. Nevertheless, the study revealed that transformational leadership has a significant positive effect on knowledge transfer. Also, organizational silence has a significant negative effect on the knowledge transfer of the respondents. More importantly, transformational leadership has a significant moderating effect on the relationship between the respondents' organizational silence and knowledge transfer. It was recommended that the university librarians should adopt a transformational leadership style to facilitate knowledge transfer. The administrators and library managers in the federal university in southern Nigeria should reduce or eliminate organizational silence to promote knowledge transfer among the respondents. [ABSTRACT FROM AUTHOR]

Organisations are identified as the major anthropogenic sources of climate change, and there are increasing numbers of environmental sustainability initiatives to address the challenge. Their success relies on the active participation of employees through engaging in pro-environmental behaviours (PEBs). Leaders play a crucial role in their responsibility for managing or influencing employees, but research identifies issues of poor leadership, lack of support from leaders, and inability to motivate subordinates as significant barriers to employees' PEBs. Environmental transformational leadership (ETFL) has been identified as the most suitable leadership style for influencing employees' autonomous motivation, and improving PEBs, and there are thus calls to foster or boost leaders' ETFL competencies. This study developed, administered, and evaluated an ETFL training intervention conducted for leaders (managers and supervisors) in two multinational manufacturing companies in the chemical and automobile industries located in China. Nine (9) leaders participated in each company, and their subordinates (chemical company, n = 112; automobile company, n = 104) provided ratings of leaders' ETFL behaviours, and subordinates' autonomous motivation and PEBs, at pre- and post-training stages. Results show that subordinates' ratings of leaders' ETFL behaviours, and their self-reported autonomous motivation and PEBs, all significantly increased after the intervention, with large effects in the chemical company and above-small effects in the automobile company. This study offers theoretical insights on how leaders' ETFL can be developed or boosted, which is beneficial for influencing improvements in employees' PEBs and promoting organisational environmental sustainability initiatives. [ABSTRACT FROM AUTHOR]