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The research focuses on the impact of transformational leadership on the decision to stay mediated by commitment after a court refusal regarding illegal extraordinary congress involving the outsiders of a political party in Indonesia (in this case, it is the Democratic Party currently led by Agus Harimurti Yudhoyono), where this phenomenon is classified as a crisis. Theories and the previous literature pointed out that transformational leadership would significantly affect an individual's decision to stay with the institution through commitment. Therefore, this research empirically analyzes the hypotheses using quantitative methods on 349 respondents who are central (DPP) and local (DPD and DPC) active committees of the Democratic Party. Respondents are collected using cluster random sampling. Referring to theories and the previous literature, the latent variables of this research are constructed using dimensions. Transformational leadership (TL) has four dimensions which are charisma (idealized influence), inspirational motivation, intellectual stimulation, and individual considerations. Commitment has three dimensions which are affective, normative, and sustainable commitments. The decision to stay has two dimensions, which are intrinsic and extrinsic motivations. By using Structural Equation Modeling–Partial Least Square (SEM–PLS), the research revealed that the direct effect shows that transformational leadership and commitment significantly influence the decision to stay. On the other hand, the indirect effect indicates that commitment significantly mediates the relationship between transformational leadership and the decision to stay. The result indicates strong transformational leadership performed by Agus Harimurti Yudhoyono as the chief of the Democratic Party in Indonesia. [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]

The present article describes the main qualities and strategies of the school's Principal leadership in a school in the region of Ñuble, Chile. The analysis of the case study is carried out by using a qualitative methodology with an interpretative approach, by means of the conduction and analysis of 12 interviews and 1 focus group to different actors of the educational community. Based on the methodology proposed by the International Successful School Principalship Project (ISSPP), we address the challenges posed in the context of school management, the contributions of the school management team, the integration of students coming from different social and cultural backgrounds, and the raising of achievement levels in the school. The study concludes that the qualities and strategies that characterize the school leadership evidence a successful leadership, as demonstrated by the integration of the three types of leadership: transformational, distributed, and pedagogical. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

Given the global challenge of increasing teacher attrition and turnover rates, the exploration of factors and mechanisms that improve teachers' organizational commitment has become a pivotal topic in educational research. In this context, the present study examines the influence of teachers' emotional intelligence on their organizational commitment, with a specific inquiry into the mediating role of teachers' psychological well-being and the moderating role of principal transformational leadership, as informed by the broaden-and-build theory of positive emotions and the trait activation theory. We verified this study's hypotheses based on 768 valid questionnaires collected from Chinese primary and secondary school teachers. The results reveal that teachers' emotional intelligence can predict their organizational commitment both directly and indirectly through the mediating role of psychological well-being. Additionally, principal transformational leadership amplifies the positive effect of teachers' emotional intelligence on psychological well-being and, subsequently, organizational commitment. These findings theoretically deepen our understanding of the psychological pathways and the boundary conditions linking teachers' emotional intelligence to their organizational commitment, while also offering valuable practical implications for building a stable and effective teaching workforce. [ABSTRACT FROM AUTHOR]

Background: Theory and correlational research indicate organizational leadership and climate are important for successful implementation of evidence-based practices (EBPs) in healthcare settings; however, experimental evidence is lacking. We addressed this gap using data from the WISDOM (Working to Implement and Sustain Digital Outcome Measures) hybrid type III effectiveness-implementation trial. Primary outcomes from WISDOM indicated the Leadership and Organizational Change for Implementation (LOCI) strategy improved fidelity to measurement-based care (MBC) in youth mental health services. In this study, we tested LOCI's hypothesized mechanisms of change, namely: (1) LOCI will improve implementation and transformational leadership, which in turn will (2) mediate LOCI's effect on implementation climate, which in turn will (3) mediate LOCI's effect on MBC fidelity. Methods: Twenty-one outpatient mental health clinics serving youth were randomly assigned to LOCI plus MBC training and technical assistance or MBC training and technical assistance only. Clinicians rated their leaders' implementation leadership, transformational leadership, and clinic implementation climate for MBC at five time points (baseline, 4-, 8-, 12-, and 18-months post-baseline). MBC fidelity was assessed using electronic metadata for youth outpatients who initiated treatment in the 12 months following MBC training. Hypotheses were tested using longitudinal mixed-effects models and multilevel mediation analyses. Results: LOCI significantly improved implementation leadership and implementation climate from baseline to follow-up at 4-, 8-, 12-, and 18-month post-baseline (all ps <.01), producing large effects (range of ds = 0.76 to 1.34). LOCI's effects on transformational leadership were small at 4 months (d = 0.31, p =.019) and nonsignificant thereafter (ps >.05). LOCI's improvement of clinic implementation climate from baseline to 12 months was mediated by improvement in implementation leadership from baseline to 4 months (proportion mediated [pm] = 0.82, p =.004). Transformational leadership did not mediate LOCI's effect on implementation climate (p = 0.136). Improvement in clinic implementation climate from baseline to 12 months mediated LOCI's effect on MBC fidelity during the same period (pm = 0.71, p =.045). Conclusions: LOCI improved MBC fidelity in youth mental health services by improving clinic implementation climate, which was itself improved by increased implementation leadership. Fidelity to EBPs in healthcare settings can be improved by developing organizational leaders and strong implementation climates. Trial registration: ClinicalTrials.gov identifier: NCT04096274. Registered September 18, 2019. [ABSTRACT FROM AUTHOR]

This research examined the effects of principal transformational leadership on teachers' inclusive teaching behaviour, with a particular inquiry into the mediating effects of teachers' inclusive role identity and efficacy for inclusive practice, as informed by identity theory and social cognitive theory. Structural equation modelling with bootstrapping estimation was conducted using data from 712 teachers delivering inclusive teaching in primary or secondary schools in China. The results revealed the sequentially mediating mechanisms of teachers' inclusive role identity and efficacy underlying the principal transformational leadership effects on teachers' inclusive teaching behaviour. Research implications are also discussed. [ABSTRACT FROM AUTHOR]

Drawing on insights from the conservation of resources theory and the job demands–resources theory, our study investigates the association between two types of emotional labor—surface and deep acting—and the psychological well-being of firefighters. In addition, it investigates the moderating effect of transformational leadership within this context. To this end, this study utilizes ordinary least squares models to analyze survey data from 1453 firefighters in Gyeonggi-do, South Korea's largest province by population. The findings reveal a negative association between both types of emotional labor and the psychological well-being of firefighters. The study further demonstrates that transformational leadership mitigates the adverse effects of surface acting on psychological well-being. Our research indicates that transformational leadership plays a pivotal role in replenishing lost emotional resources, thereby enhancing the mental and emotional health of those engaged in demanding roles such as firefighting and emergency medical services. Accordingly, the study highlights a vital strategy for maintaining the psychological well-being of firefighters. [ABSTRACT FROM AUTHOR]

The long-term prosperity of a business depends heavily on innovation. Although many businesses have in-house R&D departments, the contribution of non-executive technical directors to innovation is often disregarded. The purpose of this study is to understand better the contribution of non-executive technical directors to corporate innovation. Semi-structured interviews with non-executive technical directors of different organizations were employed as a qualitative study strategy to collect data. The data was analyzed using a thematic approach to isolate common threads. According to the report, non-executive technical directors encourage creativity and new business ideas. The insights and technical knowledge they bring to the boardroom support the company's innovation strategy. Non-executive technical directors also serve as a link between the company's technical personnel and the board, ensuring that innovation projects are in line with the company's overall strategy. A company's innovation ecosystem must include non-executive technical directors. Their capacity to bridge the gap between the technical and business sides of the organization, as well as their technical experience and strategic thinking, make them invaluable to the company's innovation initiatives. Businesses that place a high priority on the position of non-executive technical directors in their strategic plan are more likely to have long-term success and development. [ABSTRACT FROM AUTHOR]

The objective of this study was to investigate the impact of emotional intelligence (EI) and the Big Five personality traits on the attainment of success in leadership positions within hospital administration. The researchers predicted the association between emotional intelligence (EI) and neuroticism, anticipating a negative link. Additionally, they projected a positive relationship between EI and the Big Five personality traits, specifically openness to experience, agreeableness, openness to new ideas, and extraversion. The primary objective of this study is to fill a void in the existing body of research by examining the relationship between personality, emotional intelligence (EI), and leadership effectiveness and performance. Our results indicate that the association between individual differences, leadership, and performance exist. This study did not examine the firm's performance metrics, but the disturbances' absorption of measurement errors in the endogenous regressors, which are independent of the exogenous, and minimize coefficient estimate biasesas as held by (Antonakakis et al., 2020). Individual predictors had a low to moderate effect on variation, but their aggregate influence accounted for 56% of transformational leadership variance and 26% of management leadership effectiveness variance. Our study supported merits consideration due to the implementation of controls such as age and managerial experience, the utilization of a longitudinal measure of effectiveness, and the mitigation of common method variance through the use of measures from different sources for predictors and criteria. [ABSTRACT FROM AUTHOR]

This study proposed a conceptual model and examined the nature of the relationship between transformational leadership (TFL), perceived organisational support (POS), employee engagement (EE), and organisational commitment (OC) among employees in the Indian IT sector. It then examined the mediating effect of EE on the relationship between TFL, POS, and OC. The partial least squares equation modelling (PLS-SEM) was applied to validate the conceptual model. The findings revealed that TFL, POS and EE were significantly and positively related to OC. TFL had a greater significant effect on OC than POS. EE was found to partially mediate the relationship between TFL, POS, and OC. Control variables had a weak effect on EE and OC. However, Multigroup Analysis (MGA) revealed a significant difference in the EE of TFL between the lower and middle level managers. The findings confirm that direct policymakers and HR departments influence TFL and EE by adopting organisational interventions. Besides, its effect is also manifested in increasing the positive attitude and commitment towards the employees' work. [ABSTRACT FROM AUTHOR]

Leadership styles have often been proven to support employees in performing their duties better and with more efficiency while enabling them to have extended organizational tenures. Staff nurses are an essential resource of hospitals to ensure proper administration and quality patient health care. The study aims to determine how transformational and authentic leadership styles affect the staff nurses' turnover intention in private hospitals. In addition, it also finds the moderating effect of perceived organizational support. An explanatory quantitative research design with a cross-sectional investigation and a stratified sampling strategy was used for the study. Data from 296 nurses from the eight chosen private hospitals in the Kingdom of Bahrain were gathered using a questionnaire with 24 items. Smart-PLS was employed to conduct PLS-SEM (partial least squares structural equation modeling) to measure direct and indirect effects. The result indicates that transformational, authentic leadership styles and perceived organizational support significantly negatively affect nurses' turnover intention. The study confirms the negative moderating effect of perceived organizational support between transformational leadership and turnover intention and the positive moderating effect of perceived organizational support between authentic leadership and turnover intention. Managers should concentrate on the leadership style to avoid its impact on turnover intention. By considering human resource practices such as communication and training strategies to cope with the negative effect of turnover intention, organizations can enhance employee engagement, improve job satisfaction, and foster a more stable and productive work environment. The present research revealed the adverse impact of turnover intention within hospitals by examining its association with leadership styles. The research made a significant contribution to the existing literature by delving into the impact of leadership styles on turnover intention, focusing on the moderating effect of perceived organizational support. The study's findings shed light on the intricate relationship between leadership practices and employee turnover, providing valuable insights for both scholars and practitioners in the field. The study used a cross-sectional design to collect data and ensured the absence of standard method variance. The research enhanced the social dominance theory (SDT) by examining how perceived organizational support moderates the relationship between leadership styles and turnover intention. [ABSTRACT FROM AUTHOR]

This qualitative study investigates the behaviors and strategies of effective leadership teams within ethnic community-based organizations (ECBOs) operating in the United States that consist of leaders who are themselves former refugees. Through analysis of four focus group interviews, each with three to five leaders from local Bhutanese, Burundian, Congolese, and Syrian communities, we identified ways in which these leaders exhibit transformational leadership behaviors proposed by established frameworks. Results reveal that effective ECBO leaders exhibit strong transformational leadership qualities, such as empowering community members, modeling behavior, and projecting a community vision. The study emphasizes the unique context of ECBOs and their leaders, showcasing their thoughtfulness, competency, and profound awareness of community members' backgrounds. The implications include recognizing and valuing the skills of ECBO leaders and considering formal support mechanisms. This study contributes insights into the leadership exhibited within local community organizations serving refugee populations—enhancing our understanding of quality leadership among grassroots refugee organizations. [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]

This study aimed to investigate the relationship between transformational leadership, innovative work behavior, and turnover intention among software engineers in China. A survey was conducted, and data were collected from 289 software engineers working in various Chinese software companies. The data were analyzed using structural equation modeling (SEM), and the results indicated that transformational leadership had a significant negative impact on turnover intention, while innovative work behavior had a significant mediating effect on the relationship between transformational leadership and turnover intention. The results of the study showed a significant negative impact of transformational leadership on turnover intention among software engineers in China. This implies that when software engineers perceive their leaders as transformational, inspiring, and supportive, they are less likely to have the intention to leave their current job. Additionally, innovative work behavior had a significant negative impact on turnover intention. These findings suggest that transformational leadership and innovative work behavior can play crucial roles in reducing employee turnover intention in the software industry. [ABSTRACT FROM AUTHOR]

Leadership styles in an organization substantially impact the success of the organization and the productivity of its employees. However, what transformational leadership entails and what effect it has on teacher effectiveness, as well as the influencing factors between leadership style and the work performance of university teachers, remains unknown. The objective of this paper is to undertake an empirical literature review of current studies on the extent to which transformational leadership affects the job performance of university teachers and the mediating effect of organizational culture. Based on the literature review, it reaches two conclusions: Firstly, there is a positive correlation between transformational leadership and the job performance of university teachers. Secondly, organizational culture plays a crucial mediating role between transformational leadership and the performance of university teachers. Hence, it is reasonable to conduct additional research on the impact of transformational leadership, especially the effect of its specific dimensions on the performance of university teachers through the mediating role of the university organizational culture. It is also highlighted that university leaders should recognize the significance of school culture and thus work hard to cultivate a conducive and pleasant work environment and organizational culture. [ABSTRACT FROM AUTHOR]

The twenty-first century is witnessing rapid and deep change in the global economy. These changes require innovation-driven solutions and motivated, skilled workforces. The talents of every person will be required to support performance in every domain, and deliberate actions must be taken to address impediments to full engagement. Even with clear government policy and significant investments in encouraging representation and inclusion of diversity of race, sexual orientation, gender identity, and ability, progress continues to lag. This essay captures promising practices and recommendations for structural or systemic change punctuated with stories of leadership driven by the belief that implementing strategies to disrupt the effects of implicit bias are important to develop diverse, fully engaged populations. [ABSTRACT FROM AUTHOR]

This study aimed to assess the productivity of higher education faculty by developing a structural model incorporating predetermined factors such as transformational leadership exhibited by academic heads, the faculty's cultural intelligence, and self-efficacy. After undergoing scientific validation and reliability tests, this study utilized questionnaires in a descriptive-correlational and causal-comparative research design. Data were gathered from 500 higher education faculty in Northern Mindanao, Philippines. The results revealed a high level of productivity among higher education faculty, particularly in producing instructional tools, engaging in professional development and community service, and a moderately productive level in research and publication. Remarkably, academic heads demonstrated an excellent display of transformational leadership. Higher education faculty exhibited high levels of cultural intelligence and self-efficacy. This implies that the academic head's exemplary display of transformational leadership highlights a commendable commitment to inspiring positive change and fostering growth within the academic setting. Simultaneously, the Higher Education Faculty exhibits remarkable levels of cultural intelligence and self-efficacy, showcasing their proficiency in navigating diverse cultural landscapes and their confidence in their capabilities. Ultimately, the structural model revealed that the productivity of higher education faculty is best explained by the influence of academic heads' transformational leadership, coupled with faculty cultural intelligence and selfefficacy. This model is known as Apdian's Model of Productivity Among Faculty in State Universities. [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]

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]

This research is proposed to determine factors affecting organizational citizenship behavior (OCB), tested on counselors, totaling 156 respondents. This study applied three waves in data collection with an interval of 30 days and a multigroup analysis to validate OCB. The analysis technique used is the Structural Equation Modeling (SEM) method using the IBM SPSS AMOS v26. The results showed that transformational leadership and psychological capital could, directly and indirectly, influence OCB and substantially affect work engagement as the mediator. Furthermore, male counselors with OCB were more dominantly influenced by work engagement, whereas female counselors were by transformational leadership. The results of this study can be used as a basis for policy recommendations by organizational management, especially organizations in the public service. This research has strengthened the empirical foundation on voluntary extra-role behavior and initiatives that can improve organizational effectiveness. This behavior can be manifested by strengthening psychological capital, transformational leadership, and work engagement. [ABSTRACT FROM AUTHOR]

The assessment of transformational leadership has been described as problematic. For instance, while transformational leadership has been shown to correlate with autonomous motivation, the literature does not reveal which transformational leadership behaviors are most important in the relationship. This is problematic because while transformational leadership is conceptualized through various leadership behaviors, typical assessment methods of transformational leadership display poor ability to discriminate between these behaviors. Because proponents of quasi-ipsative psychometrics show evidence that forcedchoice methods can reduce measurement biases, we examine whether this type of approach might be beneficial in the context of transformational leadership. To this end, we compare the relationship between autonomous motivation and transformational leadership as assessed through normative and quasi-ipsative means. While results are ultimately similar across methods, we find that quasi-ipsative methods are likely ill-suited for transformational leadership as things currently stand. [ABSTRACT FROM AUTHOR]

The aim of this research is to examine the relationships between organizational resilience capacity and transformational leadership developed throughout the organization on hotel performance during the COVID-19 pandemic. Data were collected from 397 employees working in the hotels located in the Thrace region with convenience sampling method via face-to-face and online survey. With the obtained data, descriptive statistics were calculated, and research model was tested with partial least squares structural equation modeling. The study revealed that transformational leadership increased organizational resilience capacity and reduced the negative impact of the COVID-19 pandemic on hotel performance. [ABSTRACT FROM AUTHOR]

The objective of this study was to examine the mediating role of psychological safety in the relationship between high performance work systems (HPWS) and employee voice behavior. Moreover, this study examined the moderating effect of supportive leadership on the indirect effect of HPWS on voice behavior through psychological safety. Data were gathered in a survey of middle and lower level bank employees (N = 261). Data validity/reliability and estimations were performed by applying the principles of partial least squares structural equation modeling (PLS-SEM). The findings indicate that psychological safety mediates the link between HPWS and voice behavior, and supportive leadership enhances voice behavior by strengthening the effect of HPWS on psychological safety. This study contributes to organizational psychology literature by explaining how supportive leadership affects the indirect effect of HPWS on voice behavior through psychological safety. Study limitations are related to external validity and cross-sectional testing of data. [ABSTRACT FROM AUTHOR]

• Individualized behavior-based safety-leadership training was tested in a naturalistic RCT. • The training improved managers' positive feedback and active listening behaviors. • The training improved managers' transformational and contingent-reward leadership. • Feedback and listening are requisites for transformational and contingent-reward leadership. Introduction : Construction site managers play a critical role in occupational safety in the construction industry. This study aimed to develop and test a method for training construction site managers in positive feedback and active listening by incorporating the behavioral training components of behavior analysis, goal setting, practice with behavior feedback, homework, and maintenance planning into individualized behavior-based safety-leadership training (IBST), and to assess the effect of IBST on construction site managers' safety-leadership behaviors and performance. Method : In a naturalistic randomized controlled trial, construction site managers were randomly assigned to an experimental group (n = 16) or a control group (n = 19). The experimental-group managers received IBST, while the control-group managers received no training. Paired sample t -tests on pre- to post-training (i.e., six weeks after the final training session) were performed separately for the experimental- and control-group managers. Results: The safety-leadership behaviors of the experimental-group managers improved in terms of favorable feedback (d = 0.99, p <.01), safety-specific feedback (d = 0.89, p =.02), behavior-specific feedback (d = 0.66, p =.02), antecedent listening (d = 0.68, p =.02), and consequential listening (d = 0.78, p =.01). In addition, safety-leadership performance improved in terms of transformational leadership (d = 0.78, p =.01) and contingent-reward leadership (d = 0.64, p =.02). No significant change was found for the control-group managers. Conclusions: The results indicate that behavior analysis, goal setting, practice with behavior feedback, homework, and maintenance planning are effective behavioral training components of safety-leadership training. Positive feedback and active listening were also found to be important behavioral requisites for transformational and contingent-reward leadership. Practical applications: IBST can be used to develop occupational safety in the construction industry by improving construction site managers' safety-leadership behaviors and performance. [ABSTRACT FROM AUTHOR]

• Team safety-specific transformational leadership positively affected safety compliance and participation. • Team safety-specific transformational leadership affected safety compliance and participation via team safety climate. • Team safety-specific transformational leadership affected safety compliance and participation via team safety motivation. • Team safety climate and team safety motivation serially mediated the above relationship. Introduction: Workplace safety not only impairs individual health but also affects economic and social development. Method : Based on social learning theory, collective social learning theory, and expectancy-valence theory, using cluster random sampling method, 630 employees from 66 different work teams out of around 800 employees in a domestic petroleum enterprise were selected to participate in the research. The safety-specific transformational leadership, safety climate, safety motivation and workplace safety behavior scales were used. Data were collected in two stages. SPSS22.0 and Mplus7.0 were used to analyze the data to explore the relationship between team safety-specific transformational leadership and workplace safety behavior, as well as the serial mediating effect of team safety climate and team safety motivation. Results: The results showed that: (a) team safety-specific transformational leadership can positively influence safety compliance and safety participation; (b) team safety climate mediates the relationship between team safety-specific transformational leadership and safety compliance and safety participation; (c) team safety motivation mediates the relationship between team safety-specific transformational leadership and safety compliance and safety participation; and (d) team safety climate and team safety motivation play a serial mediating role between team safety-specific transformational leadership and safety compliance and safety participation. Practical Applications: This research has both theoretical and practical significance. [ABSTRACT FROM AUTHOR]

The study aims to analyze the effects of transformational leadership and the perception of Corporate Social Responsibility (CSR) on the commitment and organizational citizenship of managers in one of the largest banking institutions in Latin America. Based on the literature review, six hypotheses were developed and tested using structural equation modeling (PLS-SEM), gathering evidence from 163 managers. The main findings reveal that for the sample investigated, transformational leadership and CSR directly influence organizational commitment, and indirectly influence organizational citizenship. It was also found that transformational leadership encourages the development of CSR awareness. The findings indicate that the effort to maintain a socially responsible company brings benefits in organizational commitment and leads to a positive benefit in organizational citizenship. Thus, the expectation is that there will be more and more socially responsible companies, encouraging CSR practices through programs, courses and training and delivering CSR values, which has repercussions for society, since with these traits and stimuli, people tend to work in a more committed way and with positive behavior coming from employees, there is greater employability, personal development and motivation for these professionals, in addition to eventually being able to generate benefits for the region. [ABSTRACT FROM AUTHOR]

Rapid economic growth puts the natural environment under tremendous pressure. As a traditional chemical company, it is important to reconsider outdated business development models, develop innovative green initiatives for long-term growth, and choose approaches to address environmental issues. Determining how to encourage employees' green performance while balancing environmental issues is crucial for chemical companies in the current social and economic environment. This study investigates the green transformational leadership style to enhance green performance of chemical company employees. It expands the field of environmental protection by employing two novel constructs: creative process engagement and green creativity. We collected 623 valid questionnaires from 98 teams (98 leaders and 525 employees) and used SPSS 26.0, HLM 6.0, and MPlus 8.3 to test the hypothesis. The findings revealed that (1) green transformational leadership positively influences individual green performance, (2) creative process engagement and green creativity mediate the relationship between green transformational leadership and individual green performance, and (3) individual environmental awareness positively moderates the relationship between green transformational leadership and green creativity. These novel findings contribute to the environmental literature and help chemical company managers in enhancing employee innovation and performance. [ABSTRACT FROM AUTHOR]

This study aims to determine whether any authors have already found empirical evidence demonstrating whether or not E.I. is a component of transformative leadership. The success of TFL behavior may be greatly influenced by one's ability to perceive feelings within the context of emotional intelligence. We discovered that transformational leaders may be more attuned to the demands of their followers after reviewing studies. They can behave amiably with others who are following them, which enables them to comprehend what other people are experiencing. In a nutshell, the following is the question that we hope to address in this article: It is possible to build a contingency between E.I. and TFL? Precise definitions of the investigated variables were taken from the academic literature to undertake this particular research. Our research demonstrates a moderate relationship between EI and TFL behaviors in the research identified in scholarly literature. [ABSTRACT FROM AUTHOR]

The organizational citizenship behavior of teachers holds paramount significance in elevating school organizational effectiveness and sustaining competitive advantage. To address this, this study examines the cross-level influence of group-focused transformational leadership on organizational citizenship behavior among secondary school teachers. This exploration includes investigating the mediating role of individual-level psychological contract fulfillment and the moderating impact of group-level collectivism. An empirical investigation involving 1162 secondary school teachers in China was designed for this purpose. The results demonstrate that group-focused transformational leadership significantly positively impacts teachers' organizational citizenship behavior. Moreover, this relationship is positively moderated by collectivism at the group level, suggesting a stronger effect of transformational leadership on organizational citizenship behavior in more collective-oriented groups. Additionally, the findings reveal that psychological contract fulfillment at the individual level mediates this cross-level relationship, providing evidence for its role in translating leadership's influence to organizational citizenship behavior. The findings underscore the significance of concentrating on group-focused transformational leadership, cultivating a collectivist atmosphere, and guaranteeing the fulfillment of psychological contracts as pivotal strategies for bolstering organizational citizenship behavior among teachers. [ABSTRACT FROM AUTHOR]

The article discusses how Supreme Court Chief Justice John Roberts has responded to the issue of gender-biased oral argument interruptions. It argues that this is a transformational leadership move by Roberts, as he seized an opportunity to make a positive change in the Court's culture. It suggests that this type of leadership could also reduce gendered interruption patterns in other legal-political institutions.

Perceiving a calling toward one's career can provide kindergarten teachers sufficient internal motivation to resist massive job burnout and obtain high-level performance and well-being. Given the important role of leadership on followers' career calling, the present study takes the multilevel approach to examine the cross-level impact of team-level transformational leadership (TFL) of principals on the individual-level career calling of kindergarten teachers. Moreover, according to the identity-capability-reward (ICR) model, the present study investigates the mediating effects of kindergarten teachers' organizational identification and leader-member exchange (LMX) from the social identity and social exchange perspectives to explain why TFL could positively predict kindergarten teachers' career calling. Data were collected from 486 teachers at 57 kindergartens in China. Applying the multilevel analysis, results showed that principals' TFL could positively predict kindergarten teachers' sense of career calling, in which teachers' organizational identification and exchange quality with principals played the full mediating effects. These findings extend previous studies and provide practical implications to enhance kindergarten teachers' career calling. Plain Language Summary: The multilevel effect of transformational leadership on kindergarten teachers' career calling Purpose: The present study takes the multilevel approach to examine the cross-level impact of team-level transformational leadership (TFL) of principals on the individual-level career calling of kindergarten teachers. Moreover, according to the identity-capability-reward (ICR) model, the present study investigates the mediating effects of kindergarten teachers' organizational identification and leader-member exchange (LMX) from the social identity and social exchange perspectives to explain why TFL could positively predict kindergarten teachers' career calling. Method: The present study collected data from 486 teachers at 57 kindergartens in China and applied the multilevel analysis. Conclusions: Principals' TFL could positively predict kindergarten teachers' sense of career calling, in which teachers' organizational identification and exchange quality with principals played the full mediating effects. Implications: These findings extend previous studies and advise that principals' leadership, their exchange quality with teachers, and teachers' organizational identification should be paid attention to while considering teachers' career calling in kindergarten. [ABSTRACT FROM AUTHOR]

In the context of the retail business, rarely studied the impact of top transformation leaders on middle management personnel creativity. In this study, the middle management personnel of 258 retail enterprises were discussed, explored the impact of top transformation leaders on the double-dimensional creativity of middle management personnel, and analyzed individual psychological security. Results show that transformational leadership (morale modeling, visionary motivation, individualized consideration, and charisma) has a significant positive impact on the progressive creativity and breakthrough creativity of middle managers. Transformational leadership (Same as the above four dimensions) has a significant positive impact on the psychological security of middle managers. Psychological security has a significant positive impact on the progressive creativity and breakthrough creativity of middle managers. Psychological security plays a partially mediating role between transformational leadership and the creativity of middle managers. Among which, it plays a partially mediating role between morale modeling and progressive creativity, visionary motivation and progressive creativity, individualized consideration and progressive creativity, charisma and progressive creativity, morale modeling and breakthrough creativity, and charisma and breakthrough creativity, while it plays a fully mediating role between visionary motivation and breakthrough creativity, individualized consideration and breakthrough creativity. This study expanded the study of psychological security as an intermediary variable and deepened the study of dual-dimensional creativity. Based on the above conclusions, this paper puts forward relevant suggestions to promote the development of progressive creativity and breakthrough creativity of middle-level managers, to provide a reference for enterprises to maintain talent advantages and for managers to enhance development potential. [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]

In recent years, "cultural tightness–looseness" refers to the strength of social norms and tolerance for deviant behaviors perceived by individuals in society, and team cultural tightness applied at the organizational level represents the strength of team norms. According to the cultural tightness–looseness theory, this study explores the influence of team cultural tightness on employee creative behavior, as well as the moderating role of transformational leadership and the mediating role of work engagement. A questionnaire method was used to survey five enterprise organizations in China through three stages, and 288 paired questionnaires were finally obtained from leaders and employees. The results found that team cultural tightness has a significant negative effect on employee creative behavior through the mediating effect of work engagement. In other words, the more the team culture in the workplace tends to be loose, the more it stimulates employee work engagement, which in turn promotes employee creative behavior. In addition, transformational leadership played a significant positive moderating role in the model. Under the influence of transformational leadership style, the negative impact of team cultural tightness on employee work engagement and creative behavior can be mitigated. The study enriches the understanding of the influence and action mechanism of the cultural tightness–looseness theory on employee creative behavior. In future research, the action mechanism of team cultural tightness interacting with different leadership styles to influence employee creative behavior will be explored more deeply. [ABSTRACT FROM AUTHOR]

Transformational leadership is important to the hotel industry where employees play a critical role in delivering the service. Transformational leadership is a leadership style that causes changes in employees by sharing the organization's vision and goals, providing necessary resources, promoting intellectual stimulation, and expecting high performance. This study uses four dimensions of transformational leadership to investigate how the dimensions influence employees' organizational identification, creativity, and task performance. In order to test the proposed model, data were gathered from employees of six hotels in South Korea. The data were analyzed with SmartPLS 4.0 program. The finding shows that four dimensions of transformational leadership have different effects on organizational identification and creativity. While core transformational leadership and supportive leader behavior enhance employees' organizational identification, which affects creativity and task performance, intellectual stimulation has an impact on creativity, which influences task performance. The post hoc analysis shows that organizational identification fully mediates the relationship between two dimensions of transformational leadership and creativity. This study contributes to the existing literatures of leadership theory and social identification theory by expanding the knowledge on the role of transformational leadership on employees. Some theoretical and practical implications are offered. [ABSTRACT FROM AUTHOR]

There were analyzed empirical researches on transformational leadership in undergraduate and graduate university students from Peru and abroad between 2014 and 2023. The sample consisted of 23 research articles obtained from five electronic database: ERIC, ScienceDirect, Scopus, PubMed and Alicia. The PRISMA 2020 Declaration was applied to carry out the systematic review of the proposed topic. It was found that the United States is the country from which the main authors who published the most on the subject (30.43%), 2021 was the year with the most publications (26.08%), the most used approach and design were the quantitative (69,6%) and correlational (42.86%) respectively. The most used instruments to measure transformational leadership were the Multifactor Leadership Questionnaire (MLQ) by Bass & Avolio (1990) and the Leadership Practice Inventory (LPI) by Kouzes & Posner (2012). Additionally, an overview of the psychometric properties of the instruments applied and the statistics used by the researchers of the selected studies was presented. Finally, some recommendations were provided to continue the development of the topic addressed. [ABSTRACT FROM AUTHOR]

Prompted by the findings of gender differences in leadership outcomes, in this study we set out to explore gender differences in managers’ leadership style and behavior (transformational leadership and expressed intellectual humility) as rated by their subordinates, as well as in work attitudes (perceived organizational support and work engagement) of their subordinates. Our results indicated that female managers are perceived by their subordinates as being significantly more transformational and intellectually humble than male managers. However, there were no differences in work attitudes between subordinates of female and male managers. Still, the mediation analysis showed that both perceived transformational leadership and intellectual humility of managers mediated the relationship between gender and subordinates’ work attitudes. We argue that transformational leadership style and intellectual humility might be the basis of women’s, but not men’s, managerial efficacy and call for additional research of gender differences in leadership styles, behaviors and effectiveness. [ABSTRACT FROM AUTHOR]

Leadership is a complex and multifaceted concept that has been studied by scholars for decades. There is no one definition of leadership that is universally accepted, and the concept is often interpreted differently in different contexts and sectors. As a result, leaders can face challenges in leading effectively and ethically in their roles. This article aims to critically examine the concept of leadership from an academic lens. It will review relevant literature and research on leadership, and discuss the different ways in which leadership can be understood and practiced. The article will also explore the challenges and dilemmas that leaders face, and offer some suggestions for how these challenges can be overcome. The article concludes by asserting that leadership is a critical component of any successful organization, and that it is essential for leaders to be cognizant of the challenges they may encounter and the responsibilities they must fulfill. [ABSTRACT FROM AUTHOR]

The aim of this empirical research, which is the first phase of an Erasmus project, is to analyze how educational institutions are configured, as learning organizations, through a systems perspective. The methodology employed was qualitative, utilizing prominent examples of schools in Spain, Bulgaria, Italy, and Turkey. Semi-structured personal interviews were conducted with experts in the field of education, members of school management teams, and teachers, resulting in a total of 63 participants. The findings reveal that, in all four countries, there are barriers preventing educational institutions from becoming learning organizations, including the rigidity of the educational curriculum and an individualistic teaching culture. Transformational opportunities lie in the creation of networks and the ability to share knowledge among educational institutions. In essence, it is necessary to continue working towards the implementation of a systems perspective in educational institutions, which, for its development, must be complemented by transformational leadership and an engaged educational community that is focused on enhancing student learning. [ABSTRACT FROM AUTHOR]

This study investigates the combined effects of transformational and transactional leadership on higher-education students' performance both beyond and below students' historic scholastic achievement. Instructors' intellectual stimulation behaviors, a component of transformational leadership, and their preemptive corrective oversight in the form of management by exception active, a component of transactional leadership, are correlated with grades students earned in a course. Findings suggest that beyond a student's near-past academic performance, an instructor's transformational and transactional behaviors influence a student's performance in a class either positively or negatively, respectively. Instructors' transformational and transactional leader behaviors also had opposing effects on grades after controlling for near-past academic performance. These findings underscore the need for instructors to engage in a combination of transformational and transactional leadership behaviors to support students' pursuit of high academic achievement. [ABSTRACT FROM AUTHOR]

In today's increasingly web-enabled digital world, business environment is being transformed into ecosystems of partners in which digital connectivity, real-time data, information sharing, and visibility are enabled. Partners are becoming increasingly dependent, network collaboration is turning into a key success factor, and managerial, organizational and leadership paradigms are radically changing. This study investigates the requirements of leadership under these collaborative, transformational and technology-intensive conditions. Through a comprehensive and systematic literature review, the study offers main leadership requirements, desired leadership practices, and leader profiles to become successful in this context. Therefore, a conceptual framework is developed. The findings reveal that leadership requirements for digital ecosystems (DES's) are entirely different from traditional leadership understanding, and orchestration stands out as a key concept. This study is valuable for providing a comprehensive literature review and developing a conceptual framework. [ABSTRACT FROM AUTHOR]

The article analyzes and describes the changes, tensions and challenges found in the exercise of authority in the workplace, specifically, in organizations that have been systematically evaluated by young people as the best places to work. As a context, we understand that transformations in the exercise of authority must be understood from the confluence of two elements. In the first place, an organizational transformation, associated with the tendency of current management and organization models to blur the role of authority and take away its prominence in the management of the workforce and, secondly, a transformation at the societal level, which in the case of Chile, refer to certain cultural orientations towards an expectation of greater horizontality in relationships with others, which imposes new challenges to the exercise of authority. The confluence of both transformations is key in the current understanding of the exercise of authority, which are expressed in the workplace, showing that authority represents a space of challenge and tension for both, organizations and individuals. Between 2019 and 2020, 12 in-depth interviews were conducted with young professionals between 21 and 35 years old, who work in companies in the service sector of the industry, in order to understand the forms and tensions associated with the exercise of authority and control place of this in those organizations that more radically assume the principles of the new management and that, at the same time, strive to attract and retain young people, who would carry the new cultural orientations of horizontality. The service industry in Chile represents the largest productive matrix, constituting one of the main sources of employment - especially for young people - being relevant to address the question of the exercise of authority in this productive sector. The results of the interviews made it possible to characterize the efforts made by organizations to modify organization and management schemes that lead to blurring the role of formal authority. In this way, initiatives that used to be exclusively attributed to formal authority stand out, but that today we see progressively being transferred to the execution line, such as encouraging the group and orienting it towards organizational purposes; distribute and regulate tasks and times; control and correct deviations from expected performance; facilitate the work environment and relationships between those who make up the teams. We identified 3 areas of organizational initiatives that account for the blurring of the formal leadership, which refer to the commitment to objective systems and open information, the introduction of collaborative work managerial methodologies and flat organizational structures. It should be noted that the process of blurring the role of the formal authority as a result of the organizational initiatives does not end up making the heads disappear, but rather limits their presence and exercise to specific appearances in which the systems, methodologies and structures fail to guarantee the expected performance. At the same time, the results of the study reveal the ways in which authority is transformed, as well as the spaces of ambiguity and tension on which its exercise unfolds, identifying four fields of tension linked to the place and the ambiguous moment in which it is exercised within the framework of the new organization and management practices. In each of these fields - daily bond, delegate, act or intervene and, accompany - we find demands and evaluations towards authority, subtleties and ambiguities about how authority should be exercised and possibilities of falling into lack, which together reveal an exercise of authority in permanent tension. [ABSTRACT FROM AUTHOR]

Teachers and educators are experiencing turmoil under the drastic changes in educational practices caused by the COVID-19 pandemic. According to research, transformational leaders effectively facilitate organizational change by fostering teachers' sense of belonging and boosting social identity in their team members, which can result in better team well-being via higher team cohesion. Recently, research has increasingly explored the role of emotional contagion and its relationship with leadership. Accordingly, the current study aims to delve deeper into the role of emotional contagion in linking transformational leadership to cohesion among teachers in the school setting. To this purpose, 581 teachers from northern Italy filled out a self-report questionnaire (72.1% female, Mage = 47.06, and SDage = 11.42). A moderated mediation model was tested to assess the mediating role of organizational identification in the relationship between transformational leadership and team cohesion and how emotional contagion may moderate this association. The obtained results provided support to the hypothesized model. Overall, the present study corroborates the critical role of school principals' behavior in fostering greater organizational identification among teachers, which is associated with better team cohesion. This study constitutes an early attempt to gain more insight into the role of emotional variables in explaining the influence of leadership behavior. [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]

This study examined the relationship between transformational leadership, learning orientation, creative self-efficacy, and employee creativity in manufacturing small and medium-sized enterprises (MSMEs) in China. A survey involving 742 employees was conducted, and hierarchical linear modeling (HLM) was employed to analyze the data. The result showed that transformational leadership has s significantly positive effect on employee creativity. Moreover, both individual and team-level learning orientations are positively related to employee creativity significantly. Creative self-efficacy (CSE) mediates the relationship between transformational leadership, team learning orientation, and individual learning orientation on employee creativity. These findings suggest that transformational leadership, learning orientation, and CSE enhance employee creativity in Chinese MSMEs. We discuss the implications of these findings and offer suggestions for future research. [ABSTRACT FROM AUTHOR]

The prevalence of aging-related chronic diseases makes it necessary to change organizational structures. In order to facilitate the transformation of health systems, interprofessional care teams, patient engagement, and collaborative practice will be necessary. Patient-centered interprofessional care is a process based on the collaborative relationship between healthcare professionals, patients and caregivers, as a useful strategy to "develop a shared understanding of the problem and generate a mutually acceptable assessment and management of the care plan". Everything must take place on a collaborative level, always respecting the different skills. Although the literature provides preliminary information to support the benefits of the patient-centered approach, transformational leadership and an organizational culture are needed to foster learning, research, and the implementation of innovative models to patient care. Furthermore, in the Italian healthcare reality, the aspects of practicability and "sustainability" of this model of care should be considered and the key elements, mechanisms and stages of development necessary for its possible implementation should be better defined. [ABSTRACT FROM AUTHOR]

The understanding of leadership which gives importance to green, that is, to the environment, today emerges as a green transformational leadership approach in the field of management and organization. The green transformational leadership approach is defined as a leadership model trying to protect the environment and providing the necessary behaviors along with the features which are covered by the transformational leadership approach. Green transformational leaders highlight the environmental values of the business, explain terms related to green business and aim to focus upon high-level environmental values. In the present study, it is probed to explain the meaning of green transformational leadership and how green behaviors of businesses make contribution to the environment and their performance and to contribute to the literature. Green transformational leadership is a leadership model which provides businesses an opportunity to solve problems related to their relationship and interaction with the environment and their impact upon economic performance. Namely, a transformational leader with green values motivates the followers and aims to provide organizational development by focusing on the issues which are beneficial to the organizational environment. Through the present study, it has been tried to draw a conceptual framework about green leadership and in this way make a contribution to the present literature. Although further studies on green transformational leadership which contributes to the emergence of green values are needed in the literature, it is thought that the present study, which aims to make a contribution to the literature theoretically, can shed light on related empirical studies. [ABSTRACT FROM AUTHOR]