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Research findings concerning the effects of perceived overqualification on task performance are mixed. To reconcile the disparate findings, drawing on person‐environment theory, we propose cynicism toward the job and constructive deviance as contrasting dual pathways that explain the negative and positive effects of perceived overqualification on task performance and employee creativity. We also examine the moderating effects of dual‐focused transformational leadership (TFL) on the relationships between perceived overqualification and the two mediating mechanisms. We test this model using data collected from 469 employees and their 135 supervisors via two‐wave surveys. The results support the negative and positive mediating mechanisms. In addition, based on one field study and two online experiments, we find that individual‐focused TFL mitigates the relationship between perceived overqualification and cynicism toward the job, but that team‐focused TFL enhances the relationship between perceived overqualification and constructive deviance. [ABSTRACT FROM AUTHOR]

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

This study examines how teachers' perceptions of academic emphasis moderate the relationship between their middle leaders' transformational leadership and organizational resilience subdimensions (principal organizational resilience and faculty organizational resilience). Academic emphasis in schools prioritizes academic excellence in teaching and is crucial in evaluating school effectiveness. The study used a two‐source survey design with self‐report data from 609 participants in 103 secondary schools in Israel. The results indicate that academic emphasis moderates the relationship between transformational leadership's sub‐dimensions (idealized influence, inspirational motivation, individualized consideration and intellectual stimulation) and principal organizational resilience but not faculty organizational resilience. The findings suggest that middle leaders can create a positive academic emphasis to optimize their transformational leadership's effects on organizational resilience. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

This study aims to examine the relationship among motivation for joining an educational leadership training programme (MOT), perceived skills (PS), and perceived changes in transformational leadership (PCTFL) in educational leadership training. The study drew on survey data from 761 participants who were associated with a leadership development programme under an EU‐China cooperation project. The conceptual model was tested by structural equation modelling (SEM) by the Mplus programme. MOT and PCTFL were measured, respectively, by second‐order factor structure assessments due to their multi‐dimensional nature. The findings of the study suggest that motivation positively influences perceived changes in transformational leadership, and this relationship is positively mediated by perceived skills as learning gains in educational leadership training. The study provides novel empirical evidence on motivation that leads to transformational leadership changes in leadership training programmes. Policymakers and other key stakeholders can use these findings to gain a deeper understanding of the success of projects and encourage academic members to participate in leadership training programmes to improve transformational leadership. [ABSTRACT FROM AUTHOR]

Prioritizing human resource (HR) practices has been found to improve innovation outcomes in organizations. However, most previous studies have concentrated on internal mechanisms, leaving a gap in our understanding of how HR practices facilitate organizations in adapting external knowledge and technology to drive innovation. To bridge this research gap, we study the mediating role of employees' innovative work behaviour (IWB) and an organization's capacity for learning and transformation (CLT) in the relationship between HR practices that strengthen intellectual capital (IC) and product innovation. The hypotheses were tested using a time‐lagged design and survey data from the healthcare industry collected over three waves. The findings indicate that employees' IWB mediates the relationship between IC‐enhancing HR practices and the organization's CLT. IC‐enhancing HR practices are also associated with product innovation through the serial mediation effects of IWB and CLT. The study also highlights the moderating role of transformational leadership in the indirect relationship between IC‐enhancing HR practices and the organization's CLT via IWB. This research demonstrates that HR systems, although internally designed, can capture external transformations. Moreover, it emphasizes the importance of the combined impact of well‐designed HR systems and leadership for driving innovation. [ABSTRACT FROM AUTHOR]

This study explores the impact of transformational leadership style on hurricane crisis response planning in the coastal destinations of Florida, Georgia and South Carolina. Using the Perceived Transformational Leadership Scale (PTLS) proposed by Donmez and Toker, alongside demographic variables, employment profiles and past crisis experiences, the study investigates how leaders' innate leadership characteristics influence crisis response adoption. Results indicate that transformational leadership significantly predicts engagement in crisis response planning, surpassing other predictors such as employment profile and experience. The study also validates the PTLS's usability across different contexts and its ability to predict varied behaviours beyond job satisfaction. Additionally, it underscores the importance of considering transformational leadership traits in managerial recruitment for risk management roles. The findings theoretically contribute by reinforcing the independence of transformational leadership scale items and informing recruitment processes and decision‐making in hurricane‐prone coastal regions. [ABSTRACT FROM AUTHOR]

This study explored the mediation role of follower organization‐based self‐esteem (OBSE) and the moderation role of workplace friendship in the relationship between transformational leadership and follower qualitative job insecurity. We adopted a three‐wave longitudinal design and collected survey data from 142 Chilean employees. Cross‐lagged mediation panel analysis indicated that transformational leadership had a lagged effect on follower OBSE, which, in turn, had a lagged effect on follower qualitative job insecurity. Further, follower workplace friendship moderated the effect of transformational leadership on follower OBSE such that transformational leadership only promoted follower OBSE when followers had high workplace friendship but did not significantly moderate the indirect effect of transformational leadership on follower qualitative job insecurity via OBSE. Integrating the leadership literature with the job insecurity literature, our study takes the first attempt to explore how, why, and when transformational leadership may influence follower qualitative job insecurity. [ABSTRACT FROM AUTHOR]

The U.S. Military Academy at West Point is widely considered the premier leader development institution in the United States. Since first admitting women in 1976, few studies have examined factors that may influence female cadets to perform as leaders in this environment. The present study analyzed archival data collected during a unique longitudinal study of leader development conducted at West Point during the years 1993–2000, the Baseline Officer Leader Development Study (BOLDS). Personality hardiness, transformational and transactional leadership styles were evaluated as potential predictors of performance as leaders, according to supervisor ratings. Regression results showed that female cadets excel as leaders, outperforming male cadets as a group. Hardiness and transformational leadership style predicted leader performance for both male and female cadets. Additional analyses indicated it is the transformational leadership element of "charismatic" (or idealized influence) leadership that accounts for this finding. The transactional component "management by exception‐active" also predicted leader performance, but for male cadets only. This study confirms that hardiness and charismatic leadership style are important for leadership performance of both male and female cadets. For male cadets, leader performance was also tied to actively identifying and addressing failures in subordinates. Leader development programs for both men and women may thus be enhanced by including programs to develop personality hardiness and transformational leadership qualities. [ABSTRACT FROM AUTHOR]

Aims Background Methods Results Discussion Implications for nursing and nursing policy This study investigated the impact of nurse managers' transformational leadership on the subjective career success of staff nurses, particularly through exploring potential variations in this relationship based on nurses' positive psychological capital.Amid a challenging nursing environment, nurses' perceptions of career success affect their individual psychological satisfaction and improve work performance. Human resource strategies often include factors for workers’ subjective career success, e.g., managers’ transformational leadership and individual‐level positive psychological capital.This cross‐sectional study collected survey data in 2021 from 348 staff nurses in 40 wards of a Korean tertiary hospital. The survey instruments included the Transformational Leadership tool, the Subjective Career Success Inventory, and the Psychological Capital Questionnaire. Multilevel hierarchical regression analysis and a simple slope test were used to examine moderating effects. The STROBE checklist was used for reporting.Nurses reported significantly higher subjective career success when they worked in units where unit managers’ transformational leadership was greater. This relationship strengthened when nurses had high positive psychological capital.To enhance staff nurses’ perceptions of career success, both managers' transformational leadership and individual nurses' positivity should be emphasized in nursing practice and education.Comprehensive efforts to highlight managers’ transformational leadership and staff nurses’ positive psychological capital can enhance subjective career success, which in turn improve nurses' job performance and intention to stay. Nursing policymakers should value transformational leadership among managers so nurses can achieve their subjective goals. An organization‐wide institutional system should be developed so nurses can receive support to strengthen their positivity. Future research should include interventions to foster managers' leadership and nurses' positive capital. [ABSTRACT FROM AUTHOR]

The current study's purpose is to present a picture of the extent to and frequency at which Israeli Arab principals are perceived as displaying the leadership styles of participative leadership versus directive leadership and transformation versus transactional leadership and then investigating the relationship of these leadership styles to teachers' organizational commitment (OC). Data were collected from two sources: senior management team members and teachers to avoid same source and common method bias: 426 participants overall from 71 high schools in the Israeli Arab educational system. Unianova analysis and hierarchical regression analyses were used to test the proposed relationships. The results of the overall model indicated that although principals in the Arab society in Israel are perceived mostly as directive leaders, participative leadership was positively associated with teacher OC beyond the specific influence of directive leadership. Changes in teacher perceptions, toward freedom of self‐expression and career advancement, seem to be reflected in the influence of principals' leadership styles on teachers' OC that are derived in part from cultural features of the school's environment. Implications for theory and practice are discussed. Practitioner points: Principals in the Arab educational system in Israel are perceived mostly as directive leaders and thus display leadership styles that are aligned with the cultural attributes of their society.The positive implication of participative leadership on teacher organizational commitment seems to indicate a shift in Israeli Arab teachers' aspirations for change, autonomy and involvement in school policy and decision making.Israeli Arab society has been engaged in a process of transition in which a traditional society that puts the collective at the center is being influenced by modern values such as social equality and individual aspirations for career advancement, with the result of placing the individual rather than the collective in the center. [ABSTRACT FROM AUTHOR]

This study investigates the mediating effect of corporate social responsibility (CSR) on the link between green transformational leadership (GTL) and task performance. We collected the time‐lagged data from employees in Chinese hospitality industry. Further, we used regression analysis for testing. We found that GTL has a direct relationship with task performance. Also CSR mediates the positive link between GTL and performance. We highlighted the key relationship of CSR concept in linking GTL with workers task performance in hotel industry. Our study showed that supervisor leadership style can help the firm to engage in sustainability practices which enable workers to improve their performance. Literature on CSR calls for more research to explore about the causes and consequences of it. Responding to those calls, we proposed and tested a model wherein GTL links with CSR and thus affects workers performance. Implications and future research directions are discussed. [ABSTRACT FROM AUTHOR]

Nonprofit organizations faced enormous challenges in maintaining service operations and fulfilling their responsibilities to their communities during the COVID‐19 pandemic. Good leadership is key to ensuring effective responses and the survival of nonprofits during a crisis. Leaders must maintain the commitment, passion, and dedication of their teams even during uncertain and difficult times. Hence, this study explored the performance of nonprofit leaders during the COVID‐19 pandemic by focusing on the difficulties encountered by their frontline staff. In a qualitative paradigm, three focus group sessions were conducted with 23 social workers from child and youth, family, and elderly care services in Hong Kong. We generated four major themes related to the expectations of nonprofit employees on their leaders: (a) visionary direction, (b) compassionate respect and communication, (c) timely support and guidance, and (d) trustworthy relationship. Our findings revealed the frustration experienced by nonprofit employees and have significant implications for their leaders. Specifically, nonprofit employees expected to receive more guidance, protection, and understanding from their leaders. Using the transformational leadership model as a reference, this study provides suggestions on how nonprofit organizations can effectively address the concerns of their employees during a crisis. [ABSTRACT FROM AUTHOR]

Unfortunately, the role of school leadership in fostering school improvement in non‐Western countries, especially African countries, is relatively little discussed. The present study sheds light on the contextual role of instructional leadership (IL) and transformational leadership (TL) in promoting the Ethiopian School Improvement Program (SIP), which is intended to enhance student academic performance. Hence, this study aimed to extend the integrated leadership model by conceptualizing the moderating mediation effect of IL on student academic achievement in public primary schools. A cross‐sectional study was performed by distributing a survey to 1280 public primary school teachers in Addis Ababa. Surprisingly, the study's findings affirmed that unlike previous studies, IL and TL significantly directly affect student academic performance, and TL plays a significant role as a moderator of the indirect effect of IL on student academic achievement. Practitioner Points: The application of school leadership in fostering school improvement in non‐Western countries is less known and understood.School principals with academic qualifications in school leadership exhibited an exceeding knowledge and skill in practicing leadership to enrich school improvement.Instructional and transformational leadership models have a substantial influence on student academic performance. [ABSTRACT FROM AUTHOR]

A balance between economic, social, and ecological performance has emerged as a key concern for organisations around the world. The modern era emphasises achieving eco‐friendly business outcomes to drive social needs along with higher financial performance. However, hybrid organisations in developing countries frequently progress in ecological and economic terms but struggle with social innovation. Based on this backdrop, this study aimed to investigate whether or not technological readiness, organisational learning, transformational leadership, and sustainability orientation influence social innovation within hybrid organisations. Data from 447 hybrid organisations in Ghana are used in the study. Study findings reveal that transformational leadership promotes social innovation among hybrid enterprises, while sustainability orientation decreases it significantly. Technology readiness also reduced the social outcome associated with sustainability orientation by moderating their negative effects. To maximise social innovation outcomes, this study recommends managers of hybrid organisations to adopt policies regarding the efficient use of internal resources and processes through technological readiness. Furthermore, the organisation's future learning processes, leadership structures, and sustainability orientation policies should be aligned with its social innovation goals. [ABSTRACT FROM AUTHOR]

Due to escalating environmental problems and challenges, ensuring sustainable development (SD) has become a matter of concern for organizations worldwide at a precinct scale. This study aims to integrate the variables, which are antecedents of SD through direct and indirect paths. The managers as participants of small‐ and medium‐sized enterprises have helped the researchers to explore the role of green knowledge management (GKM) and green dynamic capacity with the intervention of green innovation and competitive advantage in achieving SD. The results achieved through structural equation modeling revealed positive and significant direct and indirect relationships, however, the intervening role of green innovation and green competitive advantage between GKM and SD show insignificant results. Interestingly, we have also identified two significant moderators as a part of this study: large firm size and transformational leadership. This research has important implications and significant contributions to theory and practice. It can be considered innovative by using a range of antecedents in an integrated way, proposing and testing a theoretical model of SD in a developing country Pakistan, which is affirmed and committed to achieving SDGs by the year 2030. [ABSTRACT FROM AUTHOR]

During the COVID‐19 lockdowns in the Netherlands, numerous solidarity initiatives emerged, providing relief to those affected by lockdown measures. These initiatives have an important added value for a society under crisis as they provide instant solutions to timely, crisis‐related needs, strengthen connectivity between stakeholders and divide the burdens of the crisis. The durability of these initiatives is however a concern and although the literature on durability of community‐based initiatives is growing, there is a lack of understanding how initiatives can sustain under the challenging dynamics of a major crisis. Using a fuzzy set Qualitative Comparative Analysis of 14 COVID‐19 solidarity initiatives in Rotterdam, this article explores whether conditions for the durability of community‐based initiatives in general (social capital, organizational resources, transformational leadership, and government support) also apply during a crisis, with special attention of the configurations of conditions under the challenging context of the COVID‐19 pandemic. [ABSTRACT FROM AUTHOR]

The emerging field of responsible leadership holds various possibilities for business and society. The wide range of conceptualizations, definitions, and theorizations of RL as a distinctive or unique leadership construct has not previously been investigated through a systematic review. To conceptualize the intrinsic meaning of responsible leadership as a distinct leadership construct, and to bring coherence to the expanding body of literature on responsible leadership, evidence from 162 peer‐reviewed journal articles on responsible leadership, ethical leadership, servant leadership, authentic leadership, transformational leadership, and values‐based leadership have been analyzed through a systematic review. The aim was to synthesize a coherent and intrinsic meaning of responsible leadership in order to identify the place of responsible leadership in the leadership domain. The findings suggest that responsible leadership is not an independent leadership construct, but largely builds on and leverages other leadership theories and approaches. However, the findings indicate that the core meaning of responsible leadership is distinctive in its relational focus on, and accountability for, the active engagement of stakeholders; the balancing of stakeholder interests; the building of social capital; and the assurance of long‐term sustainability of society and the natural environment, beyond responsibilities to internal stakeholders. [ABSTRACT FROM AUTHOR]

This study examines the effect of transformational leadership style on the use of management control systems, specifically Simons' (1995) levers of control, in human service not‐for‐profit organizations. Unlike prior studies in which transformational leadership style has been treated as an aggregate construct, we decompose the construct and examine its effect at the dimensional level. Using matched survey and archival data for 271 organizations in Australia, we find two dimensions of transformational leadership, articulating a vision and facilitating acceptance of group goals, to be dominant in their influence on the use of the levers of control. This finding is consistent with the context of human service not‐for‐profit organizations that are heavily dependent on communication, cooperation, and collaboration across multidisciplinary teams for effective service delivery. [ABSTRACT FROM AUTHOR]

Background: In May 2019, the World Health Organization (WHO) added burn out to the list of occupational phenomena in the 11th Revision of the International Classification of Diseases (ICD‐11). Soon thereafter, in March 2020, a global pandemic of SARS‐COV‐2 was declared. Objective: To investigate the interplay between transformational leadership, a proactive personality, employee proactive behaviors, and burn out in the field of physiotherapy during the SARS‐COV‐2 pandemic. Methods: Physiotherapists working at the Meuhedet Health Maintenance Organization (HMO) were asked to fill an online cross‐sectional survey, in which they were asked to evaluate the transformational behavior of their manager and to assess their own burn out rate, degree of self‐efficacy, proactive personality, and proactive behaviors. Eighty‐one physical therapists (average age of 37.3 years (SD = 9.0)) responded to the survey, most of whom were female (67.9%, n = 55). Results: Transformational leadership and proactive personality were negatively associated with occupational burn out (β = −0.231, p < 0.05, β = −0.243, p < 0.05, respectively) among physiotherapists. The effect of the interaction between transformational leadership and proactive personality on proactive behaviors at work was not significant. However, a strong, significant positive relationship was found between proactive personality and proactive behaviors (β = 0.425, p < 0.001), and between self‐efficacy and proactive behaviors (β = 0.479, p < 0.001). Conclusions: This up‐to‐date survey of transformational leadership and proactive personality among physiotherapists highlights these traits' important impact on burn out and proactive behaviors during the SARS‐COV‐2 pandemic. Furthermore, the transformational manager plays an important role in reducing burnout levels among physiotherapists, especially during a crisis such as the SARS‐COV‐2 pandemic. [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]

Leadership is an essential antecedent to talent development and engagement, but there is a dearth of literature related to transactional or transformational leadership and talent management (TM). The paper investigates the impact of transactional and transformational leadership on talent engagement and the mediating role of talent development between them. Based on a cross‐sectional survey of 450 employees, the study employs structural equation modeling using social exchange theory as a lens to test the hypothesized relationship among transactional leadership, transformational leadership, talent development and engagement. The results confirmed that transactional leadership is positively related to talent engagement and development while transformational leadership is neither associated with talent engagement nor talent development. Moreover, talent development mediates the relationship between transactional leadership and talent engagement. The study outcomes are helpful to managers and leaders in comprehending the significance of transactional leadership in developing and engaging talents. [ABSTRACT FROM AUTHOR]

This study examined the level of perceived responsibility junior and senior psychiatric nurses have for human resources and governance in Saudi Arabia. Bullying is a significant issue in nursing and an entrenched cultural practice that highlights a failure in governance and human resource responsibilities. A total of 90 responses (43.1%) to a 5‐point Likert Scale survey that sought respondent perceptions on leadership, governance and human resources. This study is reported using EQUATOR network recommendations (SQUIRE 2.0). This survey revealed that junior and senior nursing respondents weakly agree with all statements. Neither nurse rank, educational status nor nationality affected the answers of the respondents; there were age, gender and experience effects. There is a significant correlation between all responses to the statements implying there is a social desirability bias to the responses. If bullying, and its derived consequence of burnout, is to be addressed there needs to be a cultural shift in the attitudes of junior and senior nurses towards more acceptance of their HR and governance responsibilities. Furthermore, there needs to be an increased focus on shared leadership responsibilities, with greater nurse‐manager interaction and cooperation on transformational practices that will bring cultural change to the clinical space. [ABSTRACT FROM AUTHOR]

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

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

Aim: To examine and summarize the reported association of nurse managers' transformational leadership and quality of patient care based on the perceptions of registered nurses. Background: Transformational leadership behaviors of nurse managers result in staff nurses' satisfaction and retention and patient satisfaction. Patient safety and quality of care are vital to high‐performing healthcare organizations. Perceptions of registered nurses are important because nurses are frontline healthcare providers fundamental to patient safety and quality of care and are considered the final line of defense in preventing adverse events and errors and improving the safety of patients. Materials and methods: We searched the CINAHL, ProQuest, PubMed, Science Direct, and Web of Science databases for evidence published between 2018 and 2022 in the English language. We adhered to the Preferred Reporting Items for Systematic Reviews and Meta‐Analyses (PRISMA) guidelines in carrying out this meta‐analysis. Results: Nine quantitative studies were appraised using the Joanna Briggs Institute checklists and were included in the final review that involved a total sample of 3633 registered nurses. The included studies were reported across Asian, Middle East, and European countries within the past five years. The association between the transformational leadership behaviors of nurse managers and the quality of patient care was found in varying degrees (i.e., insignificant, weak, indirect, and strong direct association) based on the perceptions of registered nurses. Conclusions: There is a direct and indirect association between the transformational leadership behaviors of nurse managers and the quality of patient care internationally. This association is influenced by confounding and mediating factors, including gender, organizational culture, structural empowerment, and job satisfaction. Implications for nursing and health policies: Healthcare organizations need to support nursing leaders to have a stronger transformational leadership style by considering several factors that influence their leadership to improve the quality of patient care their staff nurses provide at the bedside. [ABSTRACT FROM AUTHOR]

This paper seeks to evaluate how researched communication methods from within transformational leadership theory can contribute to the overall effectiveness of leader and organizational performance within remote working environments. A review of existing literature within the scope of research will aim to uncover if the four established elements of communication (oral, written, listening, and nonverbal), as defined by the Van Wart text Leadership in Public Organizations, remain efficient in transformational leadership theory, or if methods must be expanded upon when looking toward the future. With the onset of the COVID‐19 global pandemic in 2020, it is theorized that a modern‐day addition to the communications mix is needed to endure contemporary events impacting leadership performance and rapidly changing organizations across the world. [ABSTRACT FROM AUTHOR]

Stable relationships with suppliers have been portrayed in the literature as having several economic and sustainability benefits. However, while a buyer firm's transformational leadership can be theorized to improve stable supplier relations, recent global business trends such as automation and globalization may endanger this stability. In this study, we therefore analyze the relationship between a buyer firm's transformational leadership and supplier relational stability and examine whether it is moderated by the buyer firm being affected by automation and globalization. We test our assumptions using data from a survey of German Mittelstand firms and confirm the moderating roles of automation and globalization. Our study therefore provides an updated and more nuanced understanding of how transformational leadership can affect supplier relational stability. Our findings also provide indications of how sustainable supplier relations can be achieved. [ABSTRACT FROM AUTHOR]

This research examines the connection between the adoption of e‐commerce and leadership ideologies. The purpose of the study is to evaluate leaders' perspectives toward using e‐commerce and to determine the sorts of management styles that are associated with the level of e‐commerce adoption. Becoming a successful leader in the economic world of today is a difficult task. Businesses which have already adopted new business concepts nowadays often have a greater benefit and fulfil more clients than businesses that operate in the traditional way. The personality and leadership style of a manager directly affect the business ecology, according to experience. To improve the organisation's efficiency in practice, various methods are widely used to promote employees' personal development based on the “generating learning” and “organisational knowledge” systems. This study investigates the role of leadership in enhancing competitive advantage for E‐business analysis in organisational practices that has been done at the Near East University in Cyprus. The study provided questionnaires among the university's teaching staff to know the role of leadership in the eyes of the academic staff. The results showed that transformational leadership influences the competitive advantage, proved by the data collected from the Near East University in Cyprus, which contributes to increasing the competitiveness of the university and its sustainable development. [ABSTRACT FROM AUTHOR]

Identity formation is a complex process and has been discussed by post‐structuralist discourse theorist Ernesto Laclau. This paper focuses on Laclau's proposed ideas on the means of identity production and populism and studies the popular independence movement for Bangladesh under that rubric. It locates charismatic leadership as a necessary condition for populism and identifies Bangabandhu Sheikh Mujibur Rahman as the charismat suturing the various chains of equivalence that rose to become the populist movement that resulted in the nation's struggle for independence in 1971. This paper also looks at the transformational leadership of Sheikh Mujibur Rahman and acknowledges it as a necessary condition for the patterns of identity creation in East Bengal in the late 1960s. [ABSTRACT FROM AUTHOR]

Many contemporary theories on good leadership (e.g., 'moral leadership', 'responsible leadership', 'authentic leadership' or 'transformational leadership') emphasize the importance of intrinsic motivation in followers and of leading by example. This also involves a rejection of the use of power and manipulation as well as advocacy for virtues such as modesty and a concern for equality. By focusing on magnanimity (Aristotle's virtue of the great), we show that, contrary to what contemporary theories often claim, there are good reasons for exemplary leaders not to be modest, to point out their greatness in comparison with others, and to make use of external goods and incentives, particularly honor. This conceptual virtue ethical analysis results in specific lessons for the ethical manager who wants to lead by example and points to new questions for empirical research on the determinants of effective ethics management. [ABSTRACT FROM AUTHOR]

To cope with global crises, organizations go through various internal changes and adopt different survival strategies. Several researchers and practitioners have highlighted that employees are the key factors in implementing such changes. However, organizations often face difficulties in managing manpower effectively due to the complexities and ambiguities related to the said changes. To address this challenge, the present study proposes a comprehensive model to manage organizational change to effectively respond to global crises. This study highlights that "employee change‐championing behavior" (ECB) – also known as effective change‐supportive behavior of employees – is the key to successfully implementing the necessary organizational changes to tackle global crises. Utilizing the 3‐Stage Lewin's Model of Change as the foundation for analysis, this study proposes for "transformational leadership style" to substitute the "unfreezing stage," "trust in leadership and work engagement" to substitute the "moving stage," and "employee change championing behavior" to substitute the "refreezing stage." Additionally, this study found that transformational leadership (TL) influences employee change‐championing behavior, while employee trust in leadership (ETL) influences employee work engagement (EWE). Moreover, trust in leadership and work engagement individually and sequentially mediate the relationship between TL and employee change‐championing behavior. This study offers a unique perspective for business leaders on how to manage organizational changes during global crises. [ABSTRACT FROM AUTHOR]

Team leadership plays a crucial role in the management of agricultural cooperatives, especially in post‐Soviet countries where farmers keep bad experiences from the collectivization of their farms. The main objective of the research was to investigate how important the role of leadership is in the process of establishing, initial sustaining of cooperation and members' commitment among small farmers in Georgia, Moldova and Ukraine. Leadership was analysed from multiple perspectives using an explanatory sequential mixed approach involving quantitative and qualitative methods. We interviewed 293 cooperative leaders and members. The partial least squares structural equation model was used to examine the relationship between multiple constructs and variables. We concluded that leaders do differ in some of their characteristics from other members. They are the most active in the group, influencing all major decisions, playing a crucial role in trust‐building and group cohesion. Their skills and leadership style are significantly important for members' commitment to the group's success. However, the dominance of group founders and lack of understanding of cooperative principles among members indicate some emerging challenges to the cooperatives' sustainability and efficiency, and it is necessary to focus on the progressive professionalization and capacity building of leaders while maintaining a transformational leadership style. [ABSTRACT FROM AUTHOR]

The current research developed a model to explain team effectiveness in Korean firms and theorized how a leader's vertical transformational leadership and members' shared transformational leadership affect team performance and creativity differentially through the mediating process of dynamic capability (i.e., exploitation and exploration). The hypotheses were: (a) the two forms of leadership affect dynamic capability, but the effect of members' shared transformational leadership is greater than that of the leader's vertical transformational leadership; (b) dynamic capability in the team enhances both team performance and creativity; and (c) dynamic capability mediates the effects of the two forms of leadership on team performance and creativity. Testing the hypotheses with 71 teams and 324 members sampled from Korean firms, the current study provided overall support for the hypotheses. Partially supporting the hypothesis, leaders' transformational leadership positively affected the exploitation, but not the exploration. In contrast, members' shared transformational leadership positively affected both dimensions of dynamic capability. Supporting the second hypothesis, the two dimensions of team dynamic capability positively affected both team performance and creativity. Finally, the results supported all mediating effects of leadership on team performance and creativity, except the mediation effect of leaders' transformational leadership on exploration. [ABSTRACT FROM AUTHOR]

Drawing on implicit leadership theory (ILT) research, we develop and test a model that explains why integrating transformational leadership and servant leadership may achieve enhanced leader effectiveness. Using a sample of 237 hairstylists and 474 of their customers representing 31 salons, we confirm the augmentation effects of transformational leadership and servant leadership on followers' perceptions of leader stereotypicality (i.e., the extent to which a leader matches followers' implicit theories of leaders) and on customer satisfaction. However, we do not find the hypothesized interaction effect of transformational and servant leadership. Implications are discussed and directions for future research are suggested. [ABSTRACT FROM AUTHOR]

Radical green innovation is the necessary way for countries and firms to achieve sustainable development. Although the influencing factors of green innovation have attracted extensive attention, there is little research on the antecedents of radical green innovation. Drawing on organizational learning theory and attention‐based view, this study proposes R‐I ratio to measure the configuration of exploratory green learning and exploitative green learning, then analyzes the relationships among green transformational leadership, R‐I ratio and radical green innovation, and examines the moderating effects of green R&D investment and environmental regulatory pressure. Based on a sample of 243 manufacturing firms in China's strategic emerging industries, the empirical results reveal that green transformational leadership promotes R‐I ratio, and R‐I ratio has inverted U‐shaped relationship with radical green innovation. The results also find that green R&D investment plays U‐shaped moderating role in the relationship between green transformational leadership and R‐I ratio, and environmental regulatory pressure positively moderates the relationship between green transformational leadership and R‐I ratio. The study not only reveals the relationships of green transformational leadership, organizational green learning and radical green innovation, but also provides theoretical guidance and management practice for manufacturing firms and government to promote radical green innovation. [ABSTRACT FROM AUTHOR]

Leadership research tends to focus on the importance of transformational leadership in normal times; there have been few studies to date on transformational leadership in a crisis. Leadership effectiveness was identified as the most important mechanism, particularly in times of crisis. This paper aims to reflect on the President of Indonesia's crisis leadership model in order to generate transformative leadership characteristics to deal with the situation. This study showed that Indonesian presidents generally exhibit strong idealized influence and inspirational motivation, but they were often weak in intellectual stimulation and individualized consideration. What is currently needed by Indonesia in facing a crisis is a transformative leader who always strives to advance the nation and avoiding to prioritize their group for the sake of national unity and sovereignty, understands the problems faced by their subordinates, motivates them to seek new approaches in performing their duties, organizational tasks, listens attentively to input from subordinates, and especially willing to pay attention to the needs of subordinates. During a crisis, transformational leadership is necessarily required to manage the economy, politics, and society in Indonesia. This study compared transformative leadership from previous presidents towards the present president, Joko Widodo, through literature studies and examined the presence of leadership style for each president. Five indicators of successful transformative leadership must be accomplished, including strives to advance the nation and avoiding to prioritize their group for the sake of national unity and sovereignty, understands the problems faced by their subordinates, motivates them to seek new approaches in performing their duties, organizational tasks, listens attentively to input from subordinates, and especially willing to pay attention to the needs of subordinates. [ABSTRACT FROM AUTHOR]

Leadership has attracted growing attention among scholars and practitioners in public administration. With the rising availability of study results, however, it becomes increasingly difficult to keep track under which conditions leadership does or does not make a difference in the public sector. This study provides a meta‐analysis of administrative leadership and various correlates that research has theorized as outcomes of leadership. The results of a multi‐level random‐effects meta‐analysis based on 486 effect sizes from 151 studies show that correlations are stronger for the achievement of beneficial than for the prevention of detrimental outcomes, as well as for group‐ and organization‐related than for employee‐related outcomes. Moderation analyses reveal that leadership style, administrative tradition, administrative subfield, and methodological factors explain heterogeneity in effect sizes. [ABSTRACT FROM AUTHOR]

Recent theories of public administration emphasize the importance of leadership as shared property. This research focuses on the role of the interaction between vertical and shared leadership in promoting agency performance. Specifically, it examines the joint effects of shared leadership and transformational leadership on team empowerment and performance in public settings. Based on field study data collected from 74 street‐level bureaucracies and 423 public servants in Brazil, we find evidence that vertical transformational leadership strengthens the direct relationship between shared leadership and team empowerment as well as the indirect relationship between shared leadership and school performance through team empowerment (a moderated‐mediation model). The findings of this study suggest that greater attention should be paid to the dynamics of shared and vertical leadership structures to better understand their consequences for team processes and outcomes in public settings. [ABSTRACT FROM AUTHOR]

Although prior research has established an association between transformational leadership and sick leave, there is still no clear evidence for a causal relationship between the two constructs. The present study contributes to this quest by developing and evaluating the effectiveness of a transformational leadership intervention in reducing employee sick leave. One hundred and seventeen leaders from two Spanish organizations were randomly assigned to either the intervention (n = 54) or control condition (n = 63). An ANCOVA analysis of 6 months of pre and post‐test sick leave data was used to examine the impact of the intervention. Results confirmed the effectiveness of the intervention in reducing total subordinate sick days, sick days due to long‐term spells and sick days of younger employees. No significant effect was found for follower sick days due to short‐term spells and sick days in older employees. As levels of sick leave rise, an evidence‐based and actionable tool is provided for organizations seeking to improve employee health. [ABSTRACT FROM AUTHOR]

This study integrates strategic human resource management (SHRM) and transformational leadership (TFL) literatures to address gaps in each of the two literatures. Building on the concept of strategically targeted HRM systems and the contingency perspective in SHRM, we propose that an organization's high‐performance work system (HPWS) affects team managers' TFL, and that the emergence of TFL and the effectiveness of TFL on team performance are contingent on organizational adaptation and efficiency orientations. Analyses of multilevel data from 179 teams in 44 organizations revealed a positive relationship between HPWS and TFL, which was positively and negatively moderated by adaptation and efficiency orientations, respectively. Further, TFL was positively related to team performance and negatively moderated by efficiency orientation. Finally, the results supported a multilevel, moderated mediation effect with the indirect effect of HPWS on team performance via TFL varying significantly as a function of adaptation and efficiency orientations. Implications for the SHRM and leadership literatures and practice are discussed. [ABSTRACT FROM AUTHOR]

This study develops and tests a model of the underlying mechanisms linking transformational leadership and employee creativity using a sample of 240 matched middle‐level manager and front‐line supervisor dyads from a large foreign joint‐venture company in China. We propose that personal control and employee creative personality serve as a unique psychological mechanism and an important boundary condition to simultaneously influence the relationship between transformational leadership and employee creativity. Results of moderated‐mediation analyses provided support for our conceptual model, showing that transformational leadership was positively related to personal control, which also had a positive impact on employee creativity. Furthermore, creative personality was found to moderate the relationship between transformational leadership and personal control, which in turn, mediated the joint effect on employee creativity. Findings of this study provide insights into the research on leadership development and work design in HRM, which can inform human resource managers to design effective strategies and systems that can increase employees' creativity. [ABSTRACT FROM AUTHOR]

This study explores how green human resource management (GHRM) and green transformational leadership (GTL) affect green organizational pride (GOP). We conduct a survey study of moderated‐mediation sustainable practice in small and medium enterprises (SMEs) in "Hokkien Golden Triangle" of China based on the combination of resource‐based view, social exchange theory, positive psychology, and social cognitive theory. Especially, we develop two new concepts, "green organizational pride" and "green psychological capital" (GPC) to verify that the positive relationships between GHRM/GTL and GOP are mediated by GPC. Besides, we expand the research of environmental culture (EC) by further predicting that it could amplify the indirect effects of GHRM/GTL on GOP via GPC. The findings contribute to sustainability literature by highlighting the importance of GHRM and GTL in Chinese sustainable practice. Moreover, the results can advance the prior literature in the area of sustainability and create a new green path for developing countries. [ABSTRACT FROM AUTHOR]

The lack of consensus about overcoming the negative impact of conflict on team performance within research teams has become a challenge. Based on the complex context of knowledge‐intensive teams, this study examines the effect that a transformational leadership style of the Principal Investigator has on the relationship between team conflict and team performance. We propose an inverted U‐shaped relationship between research team conflict and research team performance, and examine the impact that the Principal Investigators' transformational leadership has on this curvilinear relationship. Using survey data from 205 research teams, our results confirm both hypotheses. Actually, those PIs who apply the transformational leadership style will extend the positive conflict area, so, they will be able to manage a higher level of conflict in the research team. Our findings contribute to enhancing the understanding of the impact of conflict and the principal investigator's transformational leadership style on team performance. Both theoretical and practical considerations are discussed. [ABSTRACT FROM AUTHOR]

In the current study, a mixed‐method research design was used to explore how team members' transformational leadership and effective followership relate to teamwork quality. Data were collected from 10‐student project teams (N [team] = 10; N [individual] = 84 team members) in a leadership class at a large‐sized public university in the United States. As a follow‐up, focus group interviews were conducted with two teams (n = 13 team members) to explore how team members' transformational leadership and effective followership work during team interactions. Correlation results showed that team members' transformational leadership was positively related to teamwork quality (r (82) =.84, p <.01). In the qualitative phase, findings showed that the team exhibiting centralized transformational leadership also exhibited passive team followership and low‐quality teamwork. Low‐quality teamwork was described as social loafing and polarization. In contrast, the team exhibiting shared transformational leadership also exhibited proactive team followership and high‐quality teamwork. High‐quality teamwork was described as conflict resolution and team synergy. The findings have important implications for leaders, followers, leadership educators, teams, organizations, and researchers. [ABSTRACT FROM AUTHOR]

The main objective of this study is to examine the relationship between a leader's emotional intelligence and employees' psychological well‐being while using transformational leadership and self‐efficacy as sequential mediators. Primary data was collected using pre‐established questionnaires, and quantitative analysis techniques have been employed using SPSS and SmartPLS with a sample of n = 927. The results showed that the emotional intelligence of a leader does have a significant impact on his choice of leading style and also influences perceived work characteristics during the process, which ignites a higher level of self‐efficacy in employees, as a result, improves their psychological well‐being. The study has improved the awareness related to the psychological well‐being and its predecessors associated with emotional intelligence. The concluding results of the study show that how much emotional intelligence of leaders has long term effects on organizational outcomes and future orientations of employees working under the command. Emotional intelligence is considered a crucial characteristic to survive in a rapidly changing work environment due to continuous technological advancements in almost every field of life. [ABSTRACT FROM AUTHOR]

The regulatory fit between regulatory focus and framing of leaders' messages to motivate their followers was examined in this study. Toward this end, an exploratory survey was conducted to develop messages germane to regulatory focus. These messages were employed in the following two experimental studies. Study 1 tested the regulatory‐fit hypotheses from the perspective of leaders, who selected positively or negatively framed messages for promotion‐ and prevention‐focused scenarios. The results revealed that leaders were more likely to choose positively framed messages when conveying promotion‐focused messages and negatively framed messages when conveying prevention‐focused messages. While leaders high in promotion focus and transformational leadership tended to choose positive framing, those high in prevention and authoritarian leadership were inclined to prefer negative framing. The effect of regulatory fit from followers' perspective was examined in Study 2 to determine whether regulatory‐fit messages increased followers' motivation. The results revealed that participants in the regulatory‐fit condition exhibited higher motivation only in the promotion and positive‐framing condition. The implications of the findings for regulatory‐fit theory and leadership research are discussed. [ABSTRACT FROM AUTHOR]

While profound evidence indicates certain kinds of leadership behavior promote followers' well‐being, little is known about the role of leaders' own well‐being for leading in a beneficial way. This study examined the link between leaders' well‐being, which is reflected by perceived general health and work engagement (dedication and vigor), their self‐appraised transformational leadership behavior, and team performance in a sample of 276 leaders (55.8% women; mean age = 45 years) across three waves. Building on Hobfoll's Conservation of Resources theory, we assumed that leaders' well‐being functions as a resource and, therefore, facilitates transformational leadership behavior, resulting in higher team performance. Moreover, we explored if this ultimately means a resource gain or loss for the leader. The results of cross‐lagged path‐analyses indicated a significant positive effect of leaders' well‐being on their transformational leadership behavior over time and their general health on team performance. However, our results further indicate that through transformational leaders' investment in higher team performance, the leaders' well‐being over time might be diminished, indicating a resource loss. The present findings provide support for the assumption that leaders' well‐being is a requirement for their ability to execute transformational leadership behavior, which in turn fosters team performance and subsequently depletes leaders' resources. Practical implications concerning leaders' well‐being and the benefits for organizations as well as implications for future research focused on Conservation of Resources theory are highlighted and discussed. [ABSTRACT FROM AUTHOR]

Purpose: Work–family conflict (WFC) is an important issue in nursing administration and management that is associated with reduced work effectiveness and patient safety issues. To date, very few studies have attempted to explain the mechanisms underlying these relationships. The aim of this study was to determine the influence of work–family conflict (WFC) on patient safety outcomes and job engagement via the intermediary role of transformational leadership (TL). Design: Cross‐sectional study. Methods: Seven hundred fifty‐four nurses from 10 acute care hospitals in the Philippines were included in this cross‐sectional study. Findings: A higher perception of WFC was associated with increased adverse events, reduced quality of care and decreased job engagement. WFC was indirectly associated with quality of care, adverse events and job engagement through the intermediary of TL. Conclusions: The results of this study underscore the important role of nurse managers' TL in sustaining work–family balance and, in turn, improving patient safety outcomes and enhancing job engagement among nurses. Clinical relevance: Institutional measures to foster patient safety outcomes and sustain the nursing workforce should involve enhancing nurse managers' leadership behaviors through theory‐driven interventions, periodic leadership assessment, and implementation of leadership development activities. WFC may be addressed by creating empowering work conditions, providing adequate coaching and mentorship to nurses, and implementing work–family friendly policies in the workplace. [ABSTRACT FROM AUTHOR]

The COVID‐19 crisis brought numerous challenges to work life. One of the most notable may be the acceleration of digital transformation, accompanied by an intensification of e‐mail usage and related demands such as high e‐mail workload. While research quickly started to examine the implications of these changes for employees, another important group of stakeholders has been overlooked: leaders. We focus on leaders during the COVID‐19 crisis and examine how COVID‐19‐related work intensification links to leaders' e‐mail overload appraisal and finally exhaustion and transformational leadership, a leader behaviour especially needed in times of crisis. In a 5‐day diary study in September 2020, 84 leaders responded to daily surveys on 343 days. Results of multilevel analysis showed that perceived COVID‐19‐related work intensification was positively linked to worktime spent dealing with e‐mail and appraised e‐mail overload. E‐mail overload appraisal was positively related to leaders' exhaustion, but unrelated to their transformational behaviour. Day‐specific time spent dealing with e‐mail, however, was negatively related to transformational leadership. E‐mail overload appraisal mediated the relationship between COVID‐19‐related work intensification and exhaustion. Turning the focus on leaders during the COVID‐19 crisis, our study has important implications for the design of work of leaders in times of crisis and beyond. [ABSTRACT FROM AUTHOR]

In Africa, the work experiences of disabled people can help employers and the government build more inclusive workplaces. Nonetheless, research exploring disabled people's work experiences at various employment stages is limited, particularly in Africa. The study applies ethnographic research methods to examine the work experience of those with visual, speech, hearing, mobility and psychological disabilities in Ghana. Data were coded and analysed using content and descriptive methods. The findings suggest that disabled people face several barriers, including inadequate accommodation, negative stereotyping, stigmatization, discrimination and poor performance evaluation at work. This paper argues that transformational leadership is a prerequisite for African governments and private sector employers seeking to improve the workplace environment and build an inclusive culture within these spaces. [ABSTRACT FROM AUTHOR]