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This Participatory and Appreciative Action and Reflection (PAAR) investigation illustrates a leader's first steps in a "values-to-action" journey. Drawing on the interface between transformational leadership and organizational culture, this study focused on the birth of the Severn Stars—a professional netball club in the United Kingdom. In particular, this PAAR investigation explored how the leader's values were operationalized through the club's inaugural year. Fourteen operational managers, coaches, and players were individually interviewed in order to gain an appreciative gaze and subsequently reframe their lived experience. Results demonstrated how transformational leadership was manifested through the pragmatic deployment of club values and how the organizational culture was, in part, characterized by individualized consideration, intellectual stimulation, idealized influence, and inspirational motivation. These behaviors and the organizational culture were shown to enhance prosocial relationships and social connections across the club, the influence of the Super Stars, and stakeholders' perceptions of autonomy. [ABSTRACT FROM AUTHOR]

Core competencies have long been established in the competitive world of business and industry. These tenants lend themselves to individualization and branding, being exclusionary tools by their very nature. So how do core competencies fit in the world of libraries and information centers, particularly when considering potential employees? The concept of individual capacity is a better fit for information fields, being more inclusive and reflective of diverse knowledge bases and skillsets that working in this field requires. Juxtaposing the two, core competencies and individual capacity, will help us re-focus our efforts on user-centered information work rather than business rhetoric and conformity. [ABSTRACT FROM AUTHOR]

This study identified the constructs of problematic gaming behavior that significantly impact the success-economic gain motivation of gamers. Furthermore, this study explored the role of gender, number of games played, and learning styles in problematic gaming behavior and the success-economic gain motivation of gamers using an online survey (N = 136). This study identified escape from adverse moods and preoccupation as the significant determinants of success-economic gain motivation of gamers. Escape from bad moods and preoccupation mediates the relationship between gamers' gender, number of games played, and success-economic gain motivation. Regression analysis reveals that active-reflective and sequential-global learning styles moderate the relationship between escapism, preoccupation, and success-economic gain motivation of gamers. The results suggest that the combination of active-global learning style and reflective-sequential learning style has the highest impact on the success-economic gain motivation of gamers. The results led to two conceptual frameworks that show how gender, learning styles, problematic gaming behavior, and success-economic gain motivation all play a role in game play. [ABSTRACT FROM AUTHOR]

Drawing on the social exchange theory, the objective of this study is to examine employees' perceptions of cultural differences of container shipping companies and its impact on job performance. We also examined the role of the leadership in the relationship between cultural differences and job performance. Survey data collected from 740 employees of container shipping companies in six different countries including UK, Germany, Belgium, Netherlands, Mainland China, and Taiwan. A hierarchical regression analysis was conducted. Results indicated that transformational leadership and national cultural differences with respect to uncertainty avoidance, collectivism, and long-term orientation positively influenced job performance, whereas national cultural differences with respect to power distance and masculinity negatively influence job performance. Specifically, this research finds that transformational leadership plays a moderating role on the relationships between national culture differences and job performance. Implications for theory and practices were discussed. [ABSTRACT FROM AUTHOR]

Collegiate sports participation is often anecdotally touted to improve leadership development in college students, yet current research has yet to confirm this belief with any consistency or with any consideration for potential leadership differences between NCAA competitive divisions. Therein, the purpose of this study was to measure transformational leadership in NCAA athletes and non-athletes across three competition levels. METHODS: Collegiate student athletes (N = 645) and non-athlete peers (N = 767) were recruited to complete the Student Leadership Practices Inventory (SLPI). RESULTS: When controlling for student activity and age, D1 athletes scored higher than D1 nonathlete students on all 5 subscales of the Student Leadership Practices Inventory (SLPI). In 4 of the 5 subscales, athletes (regardless of division) scored higher than non-athlete students including, Challenge the Process (M = 22.82; 22.21 p < .001), Inspire a shared vision (M = 22.43; 21.91; p = .001), Encourage the heart (M = 23.56; 22.46; p < .000), and Enable others to act (M = 21.76; 21.14; p = .003), respectively. No significant difference was found between athlete competition level on any SLPI subscale. CONCLUSION: Collegiate athletes demonstrate statistically higher levels of self-perceived transformational leadership practice than non-athletes and leadership practice is not affected by NCAA competition level. However, the practical significance of these differences is likely negligible and could allude to athletic programs often failing to provide adequate outlets for athletes to capitalize upon the leadership experiences gained through athletic participation. [ABSTRACT FROM AUTHOR]

The aim of this study is to analyze and examine the articles on leadership in Turkey with the bibliometric method. For this purpose, 894 articles published between 1983 and 2021, obtained by using the Web of Science (WoS) database, were analyzed with the VOSviewer software. As a result of the research, it is noteworthy that the articles on leadership, which have spread to many disciplines in Turkey, are mostly carried out in the field of "education". Besides, it is seen that leadership studies have increased numerically since 2004 and a knowledge explosion has been experienced by 2020. On the other hand, it has been determined that the most studied leadership type is "transformational leadership". Based on these results, it was suggested to the researchers that they could focus on different dimensions of leadership by using the bibliometric method and do a similar study periodically. Furthermore, It is expected that the research will guide researchers working on leadership, especially regarding author collaboration, topic and journal selection. [ABSTRACT FROM AUTHOR]

The present study, situated in a large urban public school district, explores the relationship of teacher perceptions of principal leadership and teacher commitment to students' academic success and social well-being, as well as whether organizational trust and collective efficacy mediate this association. Structural equation analysis revealed that principal transformational leadership was uniquely associated with organizational trust and efficacy but not with teacher commitment. Transactional leadership behaviors of a principal were directly related to teacher commitment. Findings complicate understandings about the influence of TL on teacher commitment in a district and about conceptions of organizational setting, suggesting that urban school leaders maintaining high performance expectations may foster teacher commitment to students. More significantly, the study highlights the need for further exploration of contingency approaches in understanding leadership within specific school contexts. [ABSTRACT FROM AUTHOR]

A research study on the application of transformational, health-promoting, and sustainability leadership as a symphonic culmination of leadership theories to create a unified and sustainable organizational model by addressing issues related to organizational culture, role clarity, communication, staff training, and professional development, stress management, and retention of direct-care staff. Emphasis is placed on the importance of establishing a growth-minded culture for systemic whole system application. [ABSTRACT FROM AUTHOR]

Work motivation is an important factor in achieving organizational goals. One of the factors that can affect work motivation is leadership. Transformational leadership is a leadership model that can influence employee motivation. This study aims to examine the effect of transformational leadership on employee motivation in manufacturing companies. The research method used was a survey with a purposive sampling technique, which took a sample of 150 employees in three different manufacturing companies in the Jakarta area. Data were obtained by distributing questionnaires to respondents and analyzed using multiple linear regression. The results of the study show that transformational leadership has a positive and significant effect on employee motivation. Factors that affect work motivation, such as vision, direction, and employee empowerment, all have a positive influence on employee motivation. The practical implication of the results of this research is that companies must pay attention to and improve transformational leadership within the organization. This can be done by providing leadership training and career development for organizational leaders. Transformational leadership can be an effective strategy in increasing employee motivation, so as to improve overall organizational performance. [ABSTRACT FROM AUTHOR]

This study aims to find out how factors both internal and external to teachers can affect how productive they are at work. This is accomplished by researching the effects of the following factors on teacher productivity: 1) transformational leadership of madrasa principals, 2) selfefficacy, 3) organizational citizenship behavior, and 4) transformational leadership, self-efficacy, and behavior of organizational citizenship combined. This study used a quantitative model with a correlation approach. This study was carried out at three MTs N in the Sukoharjo Regency, Central Java, in 2022 using a sample of 126 madrasah instructors. The research sample method included proportionate stratified random sampling, and questionnaires were used to gather data for each variable under investigation. The Kolmogorov-Smirnov test, Product Moment correlation coefficient test, and Anova test were employed as data analysis tools. Correlation and partial correlation tests are used to test hypotheses. This study comes to the following conclusions: 1) The external element of madrasa principals' transformational leadership favorably and significantly affects teachers' job productivity with tcount of 0.616 higher than rtable of 0.1736, 2) internal factors of teacher self-efficacy positively and significantly affect teacher work productivity with a rcount of 0.604 higher than an rtable of 0.1736, 3) internal factors of teachers' organizational behavior citizenship (OCB) positively and significantly influences teacher work productivity with a rcount of 0.468 higher than an rtable of 0.1736, and 4) transformational leadership, self-efficacy and OCB as a whole together have an influence on teacher work productivity with Fcount of 55.680 higher than Ftable of 0.1736 indicating that the contribution of those three factors on teacher work productivity is 57.8%, and 42.2% is influenced by other variables not analyzed in this study. [ABSTRACT FROM AUTHOR]

Sustainability has been an issue associated with the fashion industry for years. Most consider only the environmental impact of fashion, where it is the second most polluting industry globally. However, fashion industry violates multiple sustainability matters including the environment, economic stability, social structures, and cultural and ethnic sustainability. Fashion businesses and organizations can incorporate business frameworks to address these issues, including corporate social responsibility, the triple bottom line, conscious capitalism, or becoming a certified B Corporation™. Only a strong and effective leader can lead an organization toward sustainability. A leadership model that can impact and change the fashion industry for the better would include transformational leaders. Organizations must implement leaders with transformational leadership qualities to make systemic changes in the global fashion industry. [ABSTRACT FROM AUTHOR]

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

Purpose: The purpose of this research was to develop, implement, and test the efficacy of a theory-driven, evidence-informed peer leadership program for elementary school students (Grade 6 and 7; age 11–12 years) and the Grade 3/4 students with whom they were partnered. The primary outcome was teacher ratings of their Grade 6/7 students' transformational leadership behaviors. Secondary outcomes included: Grade 6/7 students' leadership self-efficacy, as well as Grade 3/4 motivation, perceived competence, general self-concept, fundamental movement skills, school-day physical activity, and program adherence, and program evaluation. Methods: We conducted a two-arm cluster randomized controlled trial. In 2019, 6 schools comprising 7 teachers, 132 leaders, and 227 grade 3 and 4 students were randomly allocated to the intervention or waitlist control conditions. Intervention teachers took part in a half-day workshop (January 2019), delivered 7 x 40 minute lessons to Grade 6/7 peer leaders (February and March 2019), and these peer leaders subsequently ran a ten-week physical literacy development program for Grade 3/4 students (2x30 minutes sessions per week). Waitlist-control students followed their usual routines. Assessments were conducted at baseline (January 2019) and immediately post-intervention (June 2019). Results: The intervention had no significant effect on teacher ratings of their students' transformational leadership (b = 0.201, p =.272) after controlling for baseline and gender. There was no significant condition effect for Grade 6/7 student rated transformation leadership (b = 0.077, p =.569) or leadership self-efficacy (b = 3.747, p =.186) while controlling for baseline and gender. There were null findings for all outcomes related to Grade 3 and 4 students. Discussion: Adaptions to the delivery mechanism were not effective in increasing leadership skills of older students or components of physical literacy in younger Grade 3/4 students. However, teacher self-reported adherence to the intervention delivery was high. Trial registration: This trial was registered on December 19th, 2018 with Clinicaltrials.gov (NCT03783767), https://clinicaltrials.gov/ct2/show/NCT03783767. [ABSTRACT FROM AUTHOR]

This study was conducted to determine the Organizational Citizenship Behavior (OCB) of correctional officers at the Super Maximum-Security Prison in Indonesia which is influenced by Transformational Leadership (TL) either directly or indirectly through Affective Organizational Commitment (AOC), Job Satisfaction (JS) and Job Self-Efficacy (JSE). This research was conducted on 224 prison officers as a sample size. Data was collected by means of a questionnaire distributed via Google Form. Robustness was built in two stages; the first stage was through a try out of research instruments and the second stage was through data collection which was done with the time lagged method. Furthermore, the data were analyzed using Structural Equation Modeling (SEM) with the help of AMOS 24 software. The results of this study indicate that triple mediation consisting of AOC, JS and JSE fully mediates the effect of TL on OCB. The novelty of this research lies in the role of triple mediation as the focuses of the study. Furthermore, the triple mediation has been proven to fully mediate the effect of TL on OCB thus may serve as empirical evidence that contribute to theoretical and practical developments in the fields of Human Resource Management and Organizational Behavior. [ABSTRACT FROM AUTHOR]

An effective leader follows a style that helps maintain good relations with his staff. A school leader should use a style best suited to his teachers' behavior. This research investigates the association between four leadership styles (instructional, democratic, transformational, and laissez-faire) and teachers' behavior in Malaysia. This study applied a quantitative research method using a survey technique by administering questionnaires. Both descriptive and inferential statistics were used to analyze the data. Multiple regression and ANOVA were used to study the strength of the relationship between variables. The research found average care of the principals towards teachers' emotional behavior. Democratic leadership style showed significant relationships that explain 28.5% of the variation in the emotional behavior of the teachers. Leaders with a democratic leadership style were more aware of and responded positively to teachers' psychometric behavior. School principals with transformational leadership styles responded positively to teachers' pro-social behavior, although the relationship was weak. These results indicate that a democratic leadership style addresses the issues of teachers' emotional behavior, while instructional leadership, which is the most perceived leadership style, does not. The result of this study can guide Malaysian school principals in choosing the appropriate leadership style best suited to teachers' behavior. [ABSTRACT FROM AUTHOR]

• We investigated the relationship between general transformational leadership (GTL) and safety-specific transformational leadership (SSTL). • Measurement models show that GTL and SSTL are distinct albeit highly correlated constructs. • We use paradox theory to argue for "either-or" and "both-and" mindsets in considering the relationship between safety and performance. • Perceived safety concern in the work environment helps to distinguish GTL and SSTL. Introduction: Research exploring the relationship between transformational leadership and safety has used transformational leadership in context-free (e.g., "general transformational leadership," or GTL) and context-specific forms (e.g., "safety-specific transformational leadership," or SSTL), assuming these constructs are theoretically and empirically equivalent. In this paper, a paradox theory is drawn on (Schad, Lewis, Raisch, & Smith, 2016; Smith & Lewis, 2011) to reconcile the relationship between these two forms of transformational leadership and safety. Method: This is done by: (a) investigating whether GTL and SSTL are empirically distinguishable; (b) testing the relative importance of GTL and SSTL in explaining variance in context-free work outcomes (i.e., in-role performance, organizational citizenship behaviors) and context-specific (i.e., safety compliance, safety participation); and (c) examining the extent to which perceived safety concern in the work environment renders GTL and SSTL distinguishable. Results: Two studies (one cross-sectional, one short-term longitudinal) show that GTL and SSTL are psychometrically distinct albeit highly correlated. Furthermore, SSTL explained statistically more variance than GTL in both safety participation and organizational citizenship behaviors, whereas GTL explained more variance in in-role performance than did SSTL. However, GTL and SSTL were only distinguishable in low-concern contexts but not high-concern contexts. Conclusions and Practical Applications: These findings challenge the "either-or" (vs "both-and") approach to considering safety and performance, cautioning researchers to consider nuanced differences in context-free and context-specific forms of leadership and to avoid further proliferation of often redundant context-specific operationalizations of leadership. [ABSTRACT FROM AUTHOR]

Teacher performance is the work achieved by a teacher in carrying out the tasks assigned to him. Transformational leadership is felt to be suitable for influencing teachers to increase work satisfaction and build good teacher work motivation. The purpose of this study was to analyze the direct and indirect effect of the principal's transformational leadership, job satisfaction and work motivation on the performance of SDN teachers in Tanjung Subdistrict, Tabalong Regency. This research is quantitative with cross sectional method and using correlation technique (correlation research). The research population was 218 teachers from 33 schools and 141 respondents were taken as research samples with random sampling technique. Data collection using a questionnaire instrument and data analysis using descriptive analysis, classical assumption test, multiple linear regression analysis and path analysis. The results of this study indicate that the value of the variable regression coefficient is a positive number such as transformational leadership of school principals with a performance of 0.203, job satisfaction of 0.319, job satisfaction with performance of 0.201, transformational leadership of principals with work motivation of 0.399, work motivation with teacher performance of 0.111, transformational leadership of principals with teacher performance satisfaction through job satisfaction of 0.064, transformational leadership of principals with teacher performance through teacher work motivation of 0.044. The conclusion of this study is that there is a significant direct relationship between the principal's transformational leadership, job satisfaction and motivation with teacher performance. There is an indirect relationship of transformational leadership through job satisfaction and work motivation of SDN teachers in Tanjung Subdistrict, Tabalong Regency. [ABSTRACT FROM AUTHOR]

Ever-changing consumer preferences have urged hotel properties to continuously innovate to ensure business sustainability. Particularly in the sales context, the manifestation of this threat is due to the lack of a single optimum approach to selling. Thus, being creative and generating new ideas is imperative for good salespeople to attract customers. To address this lack of an existing componential model of creativity and to uncover the hidden cognitive mechanism underlined with this theory, this study investigated the direct relationship as well as the mediating effect of employee mindfulness on the relationship between transformational leadership and creativity of salespeople. In addition, this study examined the moderating effect of improvization on the relationship between mindfulness and employee creativity. Data collected from 275 salespeople working in the hospitality industry in the Kingdom of Bahrain revealed a significant positive association between transformational leadership and employee creativity. Furthermore, the findings show that employee mindfulness plays a salient role as a mediator in this indirect relationship. However, the moderating effect of improvization on the relationship between employee mindfulness and creativity was found to be insignificant. [ABSTRACT FROM AUTHOR]

Leaders are an essential source for health promotion at work. However, they can better take action, if employees are willing to disclose their mental problems. Our findings suggest that in order to facilitate employees' readiness for disclosure, organizations should aim at fostering health-oriented leadership, knowledge about mental health, anti-stigma campaigns, and inclusive, supportive organizational policies. Objective: To investigate how health-oriented leadership and stigma facilitate or impede employees' disclosure intentions to leaders. Methods: In two studies—an experimental vignette (n = 73) and a cross-sectional study (n = 220)—we manipulated or measured health-oriented leadership, transformational leadership, and organizational stigma and compared different reasons for disclosure (mental health problems and severe error) to separate general and specific disclosure decisions. Results: Health-oriented leadership fostered disclosure above and beyond transformational leadership. High organizational stigma was associated with lower disclosure. Health-oriented leadership had a stronger effect on disclosing mental problems than on disclosing a severe error and slightly mitigated the negative relationship between stigma and disclosure in study 1. Findings were not influenced by employees' current mental health status. Conclusions: Our findings highlight the importance of health-oriented leadership as a facilitator and organizational stigma as a barrier to disclosure intentions. [ABSTRACT FROM AUTHOR]

Purpose: The goal of this research is to investigate the association between transformational leadership style, psychological capital and job attitude (job satisfaction and organization commitment). Transformational leadership's effects on these job attitudes were also analysed in terms of the mediating effects of psychological capital. Design/methodology/approach: The authors received 296 authentic questionnaires from the para-medical staff working in different public and private healthcare institutes in Jammu and Kashmir, India, and these were then analysed by using SEM with SPSS 25.0 and AMOS 19. Findings: Results implied that transformational leadership increased the levels of employees' job attitudes. The results further displayed that transformational leadership and psychological capital in the workplace are positively associated. The results also showed that psychological capital was positively linked with job attitudes. Moreover, psychological capital serves as a mediating construct between transformational leadership and job attitudes. Practical implications: The outcomes of this research will help in comprehending the significance of transformational leadership and psychological capital. Further, these research findings affirm the effectiveness of transformational leadership and psychological capital in forecasting positive job attitudes in the Indian work context. The administrators and policymakers in the healthcare sector can implement these concepts to reduce negative job outcomes. Originality/value: This study expanded on Deci et al.'s (2017) existing self-determination theory model by incorporating leadership style and psychological capital as workplace context and autonomous intrinsic factors, respectively, into the self-determination theory model to study work behaviours of job satisfaction and commitment. This study contributes to existing self-determination theory knowledge by proposing and testing psychological capital as a mechanism for determining the effect of transformational leadership on job attitudes (job satisfaction and organizational commitment). [ABSTRACT FROM AUTHOR]

This research, which aimed to analyze the possible connections between the constructs of emotional intelligence and transformational leadership and their influence on professional performance in incubated companies, was presented as a case study developed with companies operating in different branches of the economy, but present in an innovation environment. Still, data were collected through unstructured interviews with managers of the companies under analysis and their data analyzed through comparative theoretical analysis. The main results denote several relationships between emotional intelligence and professional performance, despite evidence that denote basic characteristics of emotional intelligence, it was observed that it even influences the professional performance of employees and managers, but in a minimal level and that more researchs should be done, to analyze the correlations. [ABSTRACT FROM AUTHOR]

The study investigates the mediation effect of job involvement on the link between transformational leadership and customer OCB of family employees of budget family hotels in Ghana. Six hundred and thirty-five employees were selected using convenience sampling technique. The Partial least square-based structural equation modeling (PLS-SEM) was used to analyzed data. Results of the study reveal that transformational leadership positively predicts both job involvement and customer OCB. Job involvement also positively predicts customer OCB. Finally, job involvement positively mediates the relationship between transformational leadership and OCB-C. Management of budget family hotels should continually monitor and enhance TL behaviors of managers to reinforce appropriate behaviors among their employees. [ABSTRACT FROM AUTHOR]

This research purposes to explore the influence of transformational leadership and personorganizational fit on innovative work behavior through knowledge sharing behavior. This research is a development of previous research on employees in formal education units. The contribution of this research is expected to able providing new information at the theoretical level of human resource management science and become a reference and have positive managerial implications that can be applied in organizations. Referring to the results of previous research and empirical theory related to the learning process of human resource management, this research was conducted using a survey data collection method by spreading questionnaires online. The population in this study amounted to 28,406 teachers, with respondents selected using the purposive sampling method on teaching staff in the formal education unit at East Jakarta area of 105 teachers as research respondent data. In this study using factor analysis and modeling the Structural Equation Model (SEM) Lisrel. The invention of this study related obtained on transformational leadership do not have a significant positive relationship with innovative work behavior, but transformational leadership can have a positive impact on innovative work behavior through the mediation of knowledge sharing. The managerial implication of this research is that there is a need for leaders to engage with their subordinates in building communication and absorbing any new information as well as creating various kinds of innovations that can be applied and in line with organizational goals. [ABSTRACT FROM AUTHOR]

Purpose: To research leadership skills that encourage innovative practices in a Federal Higher Education Institution. Approach: The research resorted to a bibliographic review to form a set of leadership skills aimed at the development of innovative actions in public organizations. Subsequently, interviews were conducted with managers linked to the research unit (experts) in order to assess the adherence of competencies to the university context. Finally, analysis elements were categorized into dimensions - participation, relationship and recognition - and composed the electronic forms (survey) applied to a random sample (N) of 96 civil servants: teachers and administrative technicians in education (ATE). Main Results: By the theoretical focus, the study shows that the transformational leadership style approximates the skills to provide an innovative culture in public institutions. By the empirical focus, the opinion of the participants shows that there is a clear dissonance between the perception of professors and ATEs regarding the dimensions "participation" and "recognition". On the other hand, equity was observed in the "relationship" dimension, something that is positive for leaders to institute innovative actions that involve the community. Academic contributions: The power for innovation in public organizations is associated with strengthening the collective participation of teams in the decision-making and strategies formulation and, in this sense, the study is suggestive for research in institutions that aim to encourage the innovative culture. Practical contributions: The study raises reflections on people management and provides opportunities for planning actions aimed at developing leadership in the research unit. [ABSTRACT FROM AUTHOR]

Islam is a comprehensive religion that does not discuss one aspect of knowledge but covers all aspects, including leadership. Islamic leadership must be based on the pillars of Islam, namely the Qur'an and Hadith. Islamic leaders must work towards a vision to create a just society where the rule of law is upheld among all believers and non-believers. In the context of Islam in Western countries, leadership faced many challenges during the early years of the 21st century. These challenges can come from internal organizational challenges, such as social, cultural, and structural challenges. However, challenges arise from external contexts, such as social, cultural, legal, and political. In Islamic economic philosophy, the leadership model that is considered ideal is one based on fair and ethical leadership principles. This qualitative research aims to explain and redesign the transformational leadership theory with Islamic leadership. The study results are four characteristics that can influence transformational Islamic leadership: government pressure, media hostility, international politics, and a legal system. The impact of international politics unites the Muslim population to some extent. Australia's Muslim population hails from many countries, including a significant group born and raised in Australia. As a result, the Muslim population in Australia is a minority in an international context. [ABSTRACT FROM AUTHOR]

Knowing the expectations of customers and responding to the changes created in the market plays an important role in the position of the organization. Therefore, it is inevitable to employ introspective, entrepreneurship and learning oriented strategies in organizations. Also, the existence of transformative leaders is necessary for continuous organizational changes and changes in today's dynamic and changing environments. The current research is applied in terms of purpose and descriptive-analytical in terms of survey method. The purpose of this research is to investigate the impact of transformational leadership style on organizational entrepreneurship. The statistical population of the research was the employees and students of Sultan Mahmood Ghaznavi University in Ghazni Afghanistan, and the sample number was calculated 378 people by using Cochran's approach. The validity of questionnaire questions was confirmed by experts. Its reliability was also calculated with Cronbach's alpha test, 0.79 After confirming and determining the validity and reliability, the questionnaire was distributed by the researchers among the employees and students of the Sultan Mahmood Ghaznavi university using simple random sampling method. SPSS software was used to analyze the data obtained from the questionnaire. The Kolmogorov-Smirnov test showed the normality of the data. Therefore, simple linear regression test has been used to check research hypotheses. The results indicated that the transformational leadership style with a beta coefficient of 0.790 has a positive and significant effect on organizational entrepreneurship. Also, the positive regression number (R=0.790) means that there is a direct relationship between transformational leadership style and organizational entrepreneurship. In general, transformational leadership style has a positive and significant effect on organizational entrepreneurship with a confidence level of 95% and (sig < 0.05). [ABSTRACT FROM AUTHOR]

The present research effort determined the academic performance of higher education sector of Iraq that is prejudiced by the various leadership factors. This study incorporated the teachers' self-efficacy and teachers' leadership as mediators between transformational leadership and academic performance. The study was conducted on the higher education sector of Iraq and data was collected through questionnaire by employing the simple random sampling and was assessed by utilizing the Smart-PLS 4.0 to test the relationship between proposed variables of the research framework. The study revealed that transformational leadership influence the academic performance, teachers' self-efficacy and teachers' leadership. The hypotheses H1, H2 and H4 reported as statistically significant, however the direct relationships between teachers' self-efficacy and academic performance, the relationship between teachers' leadership and academic performance found to be insignificant that hypotheses H3 and H5 were rejected. Surprisingly, the teachers' self-efficacy and teachers' leadership significant mediates the relationship between transformational leadership and academic performance, they hypotheses H6 and H7 were accepted. The study suggests to adopt the transformational leadership style and focuses to ensure the develop the teachers' self-efficacy, develop the leadership skills among teachers in order to ensure the academic performance. The future research avenue is given at the end of the present paper. [ABSTRACT FROM AUTHOR]

Public sector organizations are an integral part of globally growing changing societies characterized by rapid technological and digital development. Digitization and external factors of constant pressure impose high standards for organizational performance, which does not exclude the public sector, which inevitably has to follow global and social realities. In this context, leadership is a key issue of organizational success and stabilizing influence on human resources that initiates and mobilizes forces for effective strategic development, whereby authentic leadership, innovative solutions and divergent thinking lead to constructivism in the public sector. The development of the concept of modern management of the public sector depends on the quality of work and organization, which is directly related to the degree of applied management patterns in public administration. Also, transformational leadership as a commitment and standard, along with the introduction of changes and knowledge management, becomes a reform opportunity for transitional societies and developing countries. After the acquisition of candidate status of Bosnia and Herzegovina in the process of joining the European Union, the professionalization of the civil service remains a reform priority in the field of human resource management, and this paper will focus on the advantages and reform significance of transformational leadership, introduction of changes and knowledge management in public administration. [ABSTRACT FROM AUTHOR]

Orientation: It is scientifically questionable whether a predominantly Western construct and instrument could be used in the culturally diverse South African context. The sound measurement of transformational leadership in a multicultural context with the Transformational Leadership Questionnaire (TLQ), developed by Podsakoff et al. (1990), is studied from an etic perspective. Research purpose: Our study aimed to investigate the TLQ in terms of its construct validity. The instrument was developed outside the South African and the broader African and context; our study thus adopted an etic approach. Motivation: The psychometric properties of the TLQs are examined through a contextual lens (the South African context), building on the previously conducted work of Podsakoff et al. (1990) and Podsakoff et al. (2012). Research approach: This research employed a typical empirical paradigm using a cross-sectional design and quantitative analysis. The sample comprised 3805 respondents. A multi-factorial model was explored and confirmed using exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). The results support the original conceptualisation of the overall construct, but with an adjusted factorisation. Main findings: Two factors of transformational leadership were confirmed, namely leadership focused on organisational, group and individual transformation and leadership focused on creativity and innovation. Good psychometric properties, in terms of good fit and acceptable levels of convergent and discriminant validity were reported for a two-factor model. Implications and contribution: Our study established a valid measure of transformational leadership from an etic approach. The necessity for our study originated from the diverse nature of the South African workforce. Participants from both the private and public sectors were included in our study. [ABSTRACT FROM AUTHOR]

Orientation: Organisations are facing several challenges pertaining to effective leadership, fairness and loyalty of employees. The moderating influence of transformational leadership (TL) on the relationship between justice and employee commitment is still largely unknown and needs to be explored further, especially within the customer service industry. Research purpose: The aim of this study was to determine the relationship between organisational justice and employee commitment and to examine the moderating effect of TL on the relationship between organisational justice and employee commitment in a customer service organisation. Motivation for the study: The research setting of this study is a customer service organisation. This organisation calls for a role model leadership approach, such as TL, to create a just, fair workplace and ultimately increase the level of employee commitment. Research approach/design and method: A quantitative cross-sectional survey design was used to collect the data from a sample of 111 permanently employed staff in a South African customer service organisation. Main findings: The findings indicate that TL had a significant positive relationship with organisational justice and employee commitment. Furthermore, the results indicate that TL moderated the relationship between organisational justice and employee commitment. Practical/managerial implications: The findings showed that TL could be vital as an effective leadership approach that can enhance justice perceptions and psychological attachment in the workplace. Contribution/value-add: This study contributes to the theoretical debate on TL, workplace fairness and psychological attachment by providing empirical support on the effect of TL on the relationship between justice and commitment perceptions. [ABSTRACT FROM AUTHOR]

This is a literature-based article on the importance of the pastor for change and growth in the local church. The article discusses five themes derived from a review of the research literature, namely the general leadership literature and the church leadership literature. The contribution of this article is its discussion of the church leadership literature on the role of the pastor, taking into account the general research on the role of a top leader. Six propositions on how the pastor contributes to change and growth in the church are derived:. 1) The pastor, as the senior leader, is vital for team development, change, and growth. 2) The personality traits and gifts of the pastors are important. 3) To increase change and growth, the senior pastor must emphasize a change-promoting leadership role and style, moderated by the roles and styles of the leadership team members. 4) A change- and task-oriented style must be moderated and reinforced - probably more so than in other organizations - by a transformational and relational leadership style. 5) The pastor should build an influential top-leader team to create direction, strategy, and change. Diversity facilitates the necessary discussion within the team. A common goal and appealing vision contribute positively to cooperation within the team. 6) Leadership should not only be understood as what the leader or pastor does but also as a complex interaction with other actors and the context. Building trust and good relationships with subordinate leaders and coworkers is thus vital for change and growth. Finally, a model for understanding the connection between the pastor, change, and growth is outlined. [ABSTRACT FROM AUTHOR]

Cultural tightness–looseness, one of the cultural dimensions that play an essential role in organizational development, is changing the perception of psychology and behavior in organizations. This study conducted a paired questionnaire survey of leaders and their employees from five Chinese companies over three periods during the COVID-19 pandemic. The results found that organizational cultural tightness was more influenced by transformational leadership. Different from previous findings, in the context of the Chinese epidemic, organizational cultural tightness positively predicted employees' work engagement with the moderating effect of transformational leadership. Team-member exchange also mediated employees' work engagement, which had a facilitative effect on employees' work engagement. In future research, the contingent effects of other leadership styles and organizational cultural tightness will be explored to reveal the different mechanisms of action on employees' work engagement. [ABSTRACT FROM AUTHOR]

Dalam kepemimpinan transformasional, Seorang leader pendidikan harus dapat menerapkan model kepemimpinannya, Sebab kepemimpinan transformasional tidak saja didasarkan pada kebutuhan akan penghargaan diri, tetapi menumbuhkan kesadaran pada pemimpin untuk berbuat yang terbaik. Kepemimpinan ini berorientasi pada visi perubahan yakni kemampuan pemimpin mencipta, merumuskan, mengkomunikasikan, mensosialisasikan, mentransformasikan, dan mengimplementasikan pemikiran-pemikiran ideal yang berasal dari dirinya atau sebagai hasil interaksi sosial di antara anggota organisasi dan stakeholders yang diyakini sebagai cita-cita organisasi di masa depan yang harus diraih atau diwujudkan melalui komitmen semua personel. untuk penerapan tugas pemimpin transformasional ini harus memperhatikan visi, misi, tujuan, program dan kegiatan sebagai manajer, pendidik dan entrepreneur. Pemimpin berperan meningkatkan segala sumber daya manusia yang ada. dan memiliki wawasan jauh ke depan serta berupaya memperbaiki dan mengembangkan lembaga pendidikan bukan untuk saat ini tapi untuk masa depan. [ABSTRACT FROM AUTHOR]

Individuals may experience positive changes or gain growths after struggling with traumas or challenging circumstances such as the COVID-19 pandemic. This study aimed to assess potential levels of posttraumatic growth (PTG) of the general public during the COVID-19 pandemic and PTG's associations with perceptions of transformational leadership in local government and public trust. The data of a probability sample of 1011 community-dwelling adults (61.2% females; Mean age=41.2 years, SD=15.8) in Macao, China, were collected via a telephone poll survey. Multiple regression analyses were conducted and a bootstrapping approach was utilized to test the hypothesized moderating effects and mediating effects of trust in local government on the association between perceived transformational leadership and PTG, respectively. Results showed that about half of the respondents reported at least a medium level of PTG. Whereas perceived transformational leadership in the Macao local government was positively associated with four individual aspects of PTG (i.e., appreciation of life, new possibilities, personal strength, and relating to others) as well as the overall PTG, while controlling for the demographic variables, trust in the local government showed no moderating or mediating effects in these associations. Our findings suggest the value of governments' transformational leadership in promoting people's PTG in the face of public crises such as COVID-19. More transformational leadership behaviors, such as attending to citizens' personal needs and conveying an inspirational vision, in government are called for to bring about greater positive responses from individuals and ensure social vitality and resilience during this long-term public health battle. [ABSTRACT FROM AUTHOR]

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

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

One of the human resource problems in the Company is the employee strike. The strike that resulted in the layoff employees which occurred in 2017 until now in 2022 is still a polemic. The purpose of this study is to determine the suitability of strikes c arried out by workers / workers and the process of layoffs by companies with the provisions regulated in the Manpower Law and for knowing the causes of strikes from the aspects of the quality of human resources and transformational leadership. This type of research is qualitative research using a literature approach. The technique for collecting study materials is to use library research techniques, case studies and prescriptive techniques of analytical methods. The results showed that strikes carried out by workers /laborers were illegal according to laws and regulations. The act of dismissal is carried out in accordance with the provisions of the legislation. [ABSTRACT FROM AUTHOR]

This study aims to analyze and examine the effect of leadership perception.commitment organizational to employees at Surabaya Grammar School. This study uses a quantitative approach with an explanatory method and a sampling technique that is total sampling with a total of 90 respondents. The data analysis technique used is the path analysis. The results of this study conclude, among others: 1.) Principal's perception of transformational leadership has a positive and significant effect on organizational commitment; 2.) Job involvement has a positive and significant effect on organizational commitment; 3.) Principal's perception of transformational leadership has a positive and significant effect on performance; 4.) Work involvement has a positive and significant effect on performance; 5.) Organizational commitment has a positive and significant effect on performance; 6.) Principal's perception of transformational leadership influences performance through positive and significant organizational commitment; 7.) Work involvement has an effect on performance through positive and significant organizational commitment. [ABSTRACT FROM AUTHOR]

Through the lens of social cognitive theory (SCT), we formulated hypotheses and tested the mediating role of psychological empowerment (PE) in linking transformational leadership (TL) to project success (PS). A structured questionnaire was used to gather responses from 356 team members, project managers, and stakeholders. Our findings demonstrated that PE and TL had a substantial influence on PS. Furthermore, we determined that PE partially mediates the relationship between TL and PS. This study sought to give insights into this relationship and identified PE as a precondition for TL effectiveness. These findings have implications for theorists and practitioners because they assert that the association between TL and PS may be explained by psychological empowerment as the underlying mechanism. By demonstrating how leaders inspire their followers to become leaders themselves, we elucidate how these findings add to the literature on leadership. We also go into further detail about the use of leadership training. [ABSTRACT FROM AUTHOR]

This study proposes that there is relationship between transformational leadership and employee's voice as well as relational identification as a mediation and proactive personality as a moderator. Structural Equation Modeling was used to analyze data gathered from employees at the Ministry of Law and Human Rights through questionnaires. The findings revealed that transformational leadership has a significant effect on employee's voice and relational identification; relational identification mediates the relation between transformational leadership and employee voice behavior, and proactive personality will weaken the transformational effect on employee's voice behavior. This study enriches empirical studies that employee's voice can represent the opinions and ideas of employees with the presence of relational identification, proactive personality, and transformational leadership in the organization. Furthermore, transformational leadership can build relational identification that is strengthened by a proactive personality so that employees are happy to convey their voices. [ABSTRACT FROM AUTHOR]

What is the purpose of a tourism journal specialising in sustainability, and how does it best serve the needs of knowledge development, academia and wider society? Now that the Journal of Sustainable Tourism (JoST) is over 30 years old, and we've recently had a change in the editorial team, we thought it would be timely to consult with the editorial board to refresh and renew our aims and long-term outcomes, and ensure that our activities and use of resources are aligned with delivering outputs that will head us in the right direction. Editorial board members were invited to shape the ambitions and directions of the journal. We agreed that JoST aims to be a leading knowledge vehicle, theoretically rigorous yet solution-oriented, transformational journal, that contributes to solve the sustainability needs of society, with accumulated, developed, rapid and relevant knowledge that reaches beyond academia. [ABSTRACT FROM AUTHOR]

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

The performance-related problems facing small and medium enterprises (SMEs) in South Africa are well known. Efforts to find lasting solutions are ongoing and include empirical research focusing on various business practices and models. Applying leadership practices and supply chain management to SMEs provides fertile ground for groundbreaking solutions. This study tested the relationship between transformational leadership, supply chain execution and supply chain performance in manufacturing SMEs in South Africa. The study uses structural equation modelling to examine this empirical connection using data collected from 411 professional employees drawn from SMEs in three South African provinces. The study found that idealised influence and intellectual stimulation exert a positive impact on supply chain execution. Supply chain execution is positively linked to four supply chain performance factors, namely agility, reliability, cost optimisation and responsiveness. Transdisciplinary contribution: The study connects transformational leadership, which is an organisational behaviour construct to supply chain management, the latter of which is an emerging business discipline. The study recognises that business strategy is implemented by people whose conduct and practices are pivotal to strategic success. In addition, the study has an entrepreneurship orientation as it addresses the challenges facing manufacturing SMEs in South Africa. [ABSTRACT FROM AUTHOR]

This research presents the analysis of the leadership practices of directors within their educational establishments in Chile, from their self-perceptions and the opinions of the teachers under their charge to show if these types of leadership are related to the organizational effects in improvement educational processes. The non-experimental design of a correlational and cross-sectional study allowed us to analyze the data collected after the application of two instruments: Bass and Avolio's Multifactorial Questionnaire on Transformational Leadership and the Instructional Leadership Inventory proposed by Alig-Mielcarek, to then compare the relationships between these leaderships independently and integrated with the organizational effects. Among the results, it stands out the finding that transformational leadership presents a significant relationship with the organizational effects as well as instructional leadership and that both present very similar figures both independently and integrated, therefore it was found that they do not present significant differences in the assessment of the respondents regarding the relationships of the two school leaders with the organizational effects, on the contrary, the two leaders are integrated. It was concluded that the importance of this research lies in the fact that it allowed us to contribute with reliable evidence regarding the influence exercised by directors, who develop the categories of instructional leadership style and/or transformational leadership style, both independently as well as in an integrated and synergistic way when relating to the processes of educational improvement and with the important organizational effects for the processes of change. [ABSTRACT FROM AUTHOR]

This article explores the nature of leadership in Brazilian complementary schools in the UK. Such schools are typically parent-driven, voluntary and financially vulnerable. Using data from a questionnaire survey (n =14; more than three-quarters of Brazilian complementary schools) and three in-depth case studies, leadership is examined in relation to five established approaches: directive, instructional, transformational, distributed and collaborative. The study found that the size of the school and the personality of the leader appeared to influence the type of leadership adopted. In terms of effectiveness, a combination of instructional leadership with an approach that motivated staff and volunteers (whether directive, collaborative or transformational, depending on the school's circumstances) seemed most appropriate to the context of complementary schools. The research illustrates the complexity of school leadership and the overlap between different models. Leadership flexibility was important in responding to the needs of staff, students and parents. The findings are transferable to mainstream schools with contexts similar to those of complementary schools, particularly small primary schools and free schools. [ABSTRACT FROM AUTHOR]