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

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

The Multifactor Leadership Questionnaire (MLQ) is the most widely used instrument for assessing dimensions of leadership style; yet, most studies have failed to reproduce the original MLQ factor structure. The current study evaluates the dimensionality and nomological validity of Bass's transactional and transformational leadership model using the MLQ in a sample of registered nurses working in acute care hospitals in Canada. A combination of exploratory and confirmatory factor analyses were used to evaluate the hypothetical factor structure of the MLQ consisting of five transformational factors, and three transactional factors. Results suggest that the eight-factor solution displayed best fit indices; however, two transactional factors should be extracted due to high interscale correlations and lack of differential relationships with the two leadership variables. The findings support a scale refinement and the need for new theory concerning the five transformational leadership and contingent reward dimensions of the MLQ. [ABSTRACT FROM AUTHOR]

This article describes the development and validation of a measure for transformational and transactional leadership that may be used as part of a more comprehensive instrument to measure a school’s capacity to implement school-based interventions. Data used for this study were gathered from the reports of 1144 teachers from 45 Norwegian schools who were taking on a school development intervention aimed at preventing and reducing problem behaviours among students. Using exploratory factor analysis and confirmatory factor analysis, measurement structures with two factors at the teacher level and one factor at the school level provided a good fit to the data. Although there is some overlap between transactional and transformational leadership, the two concepts do measure distinct features. Transformational and transactional leadership was eventually measured by teacher reports on two scales, each consisting of four items. As part of the validation, scores on the scales were related to other aspects relevant for organisational capacity. As expected, the transformational and transactional leadership scales both correlated significantly negatively with staff freedom and positively with innovation climate, affiliation, principal positions in schools, and collaborative activity at both the teacher and the school levels. [ABSTRACT FROM PUBLISHER]

In order to bring additional insight into transformational leadership in the international context, this study surveyed 104 public relations practitioners in Taiwan. The results suggest that the Taiwanese participants prefer both transformational and transactional leadership styles. Comparing male and female participants' answers, the results indicate that female public relations practitioners have higher scores on both transformational and transactional leadership styles. Cultural influences on the operationalization of transformational leadership are identified by the results of factor analysis. [ABSTRACT FROM AUTHOR]

Leaders play an important role in the ISO 9000:2000 implementation process, yet little research has been conducted on ISO 900 leadership. This article attempts to identify the leadership styles that support the implementation of ISO 9000:2000. A questionnaire based on the multifactor leadership questionnaire was developed and sent to quality experts. Factor analysis resulted in five dimensions, namely, intellectual stimulation, charisma, empowerment and contingent reward, avoidance, and active management-by-exception. Four of these dimensions were found to support the implementation process. Only avoidance was found to impede the implementation of ISO 9000:2000. The dimension of empowerment and contingent reward was found to support implementation the most. [ABSTRACT FROM AUTHOR]

A leader supports teams and individuals as they turn their creative efforts into innovations (leader as facilitator) and manages the organization's goals and activities aimed at innovation (leader as manager). This review focuses on when and how leadership relates to innovation (i.e., the factors that moderate or mediate the relationship between leadership and innovation). The sample consists of 30 empirical studies in which leadership is treated as the independent variable and innovation as the dependent variable. In addition to reviewing moderating and mediating factors, we identified two factors where the findings are ambiguous. The review proposes three new factors that may mediate or moderate the relationship between leadership and innovation. [ABSTRACT FROM AUTHOR]