Search

Societal crises such as the recent COVID-19 pandemic challenge public organizations in many ways. Yet, there is little knowledge of how varying crisis intensity can spark different reactions among public leaders and employees. This study examines the dynamics of the COVID-19 crisis in relation to leadership behaviors and employee outcomes for 920 individuals in 45 organizational units within the police, hospitals, and assisted living facilities. By conducting a panel study that combines nationwide data on crisis intensity with survey data from 2019 to 2021, the study shows that employee outcomes such as public service motivation and job satisfaction are higher in severe stages of the crisis. Likewise, crisis intensity is positively associated with employee perceived use of visionary transformational leadership, but negatively associated with employee perceived use of verbal transactional leadership. Hence, public leaders should be prepared to handle complex employee reactions when the next crisis occurs. [ABSTRACT FROM AUTHOR]

The article describes the impact of transformational leadership style, organizational culture, and work motivation on job satisfaction and employee performance, with employee engagement as an intervening variable. A total of 274 employees within the Blitar City Government were selected for the research sample. The research hypothesis was tested using Structural Equation Modeling (SEM) Analysis with Smart PLS. The research results show 1) that transformational leadership style, organizational culture, and work motivation influence job satisfaction and employee performance, 2) that job satisfaction influences employee performance, and 3) that job satisfaction can mediate the influence of transformational leadership style, organizational culture, and work motivation on employee performance. Employee engagement strengthens the relationship between job satisfaction and employee performance. Overall, this research provides in-depth insight into the complexity of the relationship between transformational leadership style, organizational culture, work motivation, job satisfaction, employee engagement, and employee performance in the Blitar City Government. It is hoped that this research will be able to provide guidance for better human resource management policies and practices. [ABSTRACT FROM AUTHOR]

This study examines the correlation between principal leadership styles and school performance indicators at Bangkal Integrated School, specifically focusing on academic performance, teacher effectiveness, and parental involvement. Utilizing a correlation research design, data was collected from ten teachers, ten Supreme Student Government students, and ten parents. The Multifactor Leadership Questionnaire (MLQ) assessed leadership styles, while academic records and performance evaluations measured school performance indicators. Statistical analyses included descriptive statistics, correlation, and regression analyses. Findings indicated that the school head's leadership style incorporated laissez-faire, transactional, and transformational elements, fostering trust, structured expectations, and inspiration. Parental involvement significantly enhanced student academic performance, emphasizing the critical role of teacher-parent collaboration. Although a negative correlation was found between perceived leadership and academic performance, the relationship with teacher performance was positive. Recommendations for optimizing leadership effectiveness include enhancing communication, leadership development, and collaboration. Strengthening parental involvement alongside effective teaching practices can improve student outcomes. Moving forward, comprehensive leadership development and stakeholder collaboration are vital for creating a supportive and inclusive school environment that promotes student achievement and parental engagement. [ABSTRACT FROM AUTHOR]

The research was conducted to measure the effects of transformational leadership, transactional leadership, and laissez-faire leadership on workplace conflict. “Convenience sampling method” was used in the research. Survey technique was used to collect research data. Within the scope of the research, 406 valid surveys were collected from healthcare professionals who work in public and private hospitals in Gaziantep and do not have administrative duties. “Partial Least Squares” (PLS) and “Structural Equation Modeling” (SEM) were conducted to examine the theoretical hypotheses proposed between transformational, transactional, laissez-faire leadership and workplace conflict. According to the results of the structural equation model, it was concluded that inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration, which are transformational leadership subdimensions, have negative effects on cognitive and relational conflict. The research also concluded that contingent reward, one of the transactional leadership sub-dimensions, has a negative effect on cognitive and relational conflict. In addition, it was concluded that the other sub-dimensions of transactional leadership, management by exception-active and management by exception-passive have a positive effect on cognitive and relational conflict. Finally, the study concluded that the laissez-faire leadership style does not have any effect on cognitive and relational conflict. [ABSTRACT FROM AUTHOR]

Based on the notions of an integrated approach, this study investigates the roles of people, plan, and process related activities in strategy implantation success in organizational contexts. Data were collected from 307 top- and mid-level managers working in public and private sector organizations in Kazakhstan. The findings revealed a significant influence of people-, plan-, and process-related activities on strategy implementation success and competitive advantages. However, the study found insignificant moderating roles of hierarchy culture and transactional leadership in strategy implementation and competitive advantage relationships. The findings reiterate the importance of an integrated approach in strategy implementation success and provide guidelines to initiate appropriate people, plan and process related activities in future strategic management practices. [ABSTRACT FROM AUTHOR]

Complete medical record filling is an indicator of the quality of hospital services. Therefore, it is important to improve the quality of services, including medical record documentation. This study aims to examine the relationship between organizational climate, physician motivation, and transformational leadership style on medical record completion. This study used a cross-sectional design with a total sampling approach, involving 49 doctors involved in filling medical records. The relationship between organizational climate, physician motivation, and transformational leadership style was evaluated to understand their influence on medical record filling. The results showed that organizational climate, physician motivation, and transformational leadership style significantly and positively influenced medical record filling at North Serpong Regional General Hospital. This study has implications for hospitals should develop standard operating procedures (SOPs) related to medical record filling, conduct socialization and training for health workers, and provide sanctions or reprimands for those who do not comply with the established standards. [ABSTRACT FROM AUTHOR]

The application of transformational leadership style in an organisation is one of the strategies to improve employee performance. Leaders with transformational leadership style are able to bring the organisation to a better direction by inspiring and supporting the development of employee potential to achieve the vision. One of the other important factors that can affect employee performance is job satisfaction. Job satisfaction is the general attitude of an individual towards their work. However, the relationship between transformational leadership, job satisfaction, and employee performance sometimes looks ambiguous and inconsistent, so mediating variables are needed to strengthen and clarify the relationship between transformational leadership style, job satisfaction, and employee performance. Intrinsic motivation in this case can act as a mediator that connects between transformational leadership style, job satisfaction and employee performance. The purpose of this research is to see and analyse the influence between one variable to another that affects the performance of employees. The variables to be examined in this study are transformational leadership, job satisfaction, employee performance and intrinsic motivation as a mediating variable. The research method used in this research is quantitative. This study uses a questionnaire approach as a data collection tool that is distributed via an online questionnaire to employees of PT Bisma Aero Sejahtera. The research limitations in this study are that the survey was only conducted on employees of PT Bisma Aero Sejahtera located at the Garuda Maintenance Facility (GMF) Cengkareng, Soekarno-Hatta airport area and the period of this survey was only conducted within a span of one month. [ABSTRACT FROM AUTHOR]

Purpose – The study aims to investigate the relationship between transformational, transactional leadership and employee retention with the mediating effect of employee engagement. Design/methodology/approach – Using judgemental sampling, data were collected from 650 employees serving at different levels in the pharmaceutical industry of Bangladesh. Structural equation modeling was employed to test the hypothesized relationships using AMOS. Findings – The study found that transformational and transactional leadership significantly impact employee retention. The direct effects of transformational leadership (TFL) on employee engagement were found to be significant, while transactional leadership (TSL) has no significant direct influence on employee engagement. The output of the mediation analysis revealed that employee engagement significantly mediates the relationship between TFL and employee retention, whereas it showed an insignificant relationship between TSL and employee retention. Practical implications – Based on the findings and the literature support, it can be postulated that an appropriate leadership style, especially TFL, that drives employee engagement can influence employees to stay with the organization longer. The study recommends that managers and leaders comprehend the importance of leadership and its appropriateness to retain valued employees by ensuring high workplace engagement. Originality/value – The study would provide a unique insight into TFL and TSL practices and their impact on the pharmaceutical industry’s employee retention. This study also extends the research on employee engagement as a mediator between TFL and TSL and employee retention.

This study aimed to develop a causal-comparative model on the influence of digital leadership, emotional intelligence, and leadership style on the performance of basic education teachers. Descriptive-correlational and causal-comparative research designs were employed to identify the predictors of the performance of the basic education teachers. Questionnaires were used as data collection tools after undergoing rigorous scientific testing to ensure accuracy and consistency. Using Raosoft calculator, a sample of 339 basic education teachers in the division of Cagayan de Oro City, Philippines were determined. There is a highly significant relationship between the teachers' performance and the self-management, social awareness, transactional leadership, servant leadership, digital communication skills and self-awareness, technological competence, and transformational leadership, self-management, social awareness, transactional leadership, and servant leadership have significant influence, indicating the importance of organizational skills, empathy, clear expectations, supportive leadership, digital communication skills, self-awareness, technological competence, and transformational leadership. The study implies that teacher training may prioritize self-management, social skills, and supportive leadership while balancing digital and technical skills with interpersonal abilities to enhance overall performance. The model that best fits teachers' performance is causal model 3, which is anchored on social awareness, transactional leadership style, digital innovation adoption, digital communication skills, servant leadership, and self-management. [ABSTRACT FROM AUTHOR]

The study aimed to determine the relationship between school heads' perceived leadership behaviors and teacher's job satisfaction at Pantao Ragat District Schools, Division of Lanao del Norte, School Year 2023-2024. The research employed a descriptive-correlational research design. Statistical measures such as frequency, percentage, mean, standard deviation, Pearson correlation, Point-biserial correlation, and regression analysis were employed. The study findings highlighted the key demographic and professional characteristics of the 102 respondents. Most of the participants were aged 36-40, female, and were married and college graduates. Teacher I was the predominant designation and a significant proportion of educators had 11-20 years of service. The respondents' perceptions of leadership behaviors, including transformational, transactional, and situational styles, yielded positive results. Also, respondents strongly endorsed transformational leadership, followed by transactional and situational styles. The correlation analysis between leadership behaviors and teachers' job satisfaction revealed significant positive correlations. These results highlighted the crucial role of leadership in shaping teachers' satisfaction levels. The correlation analysis between respondents' profile characteristics and their perception of leadership behaviors revealed notable associations. Civil status and educational attainment significantly correlated with the perception of leadership behaviors. The multiple regression analysis showed that transformational and situational leadership positively influenced teachers' job satisfaction, while transactional leadership did not. These findings emphasized the significance of leadership behaviors and profile factors in shaping teachers' job satisfaction. The action plan as output responded to the study's findings on key factors impacting teacher job satisfaction: leadership behaviors, sex, balance, teaching roles, and tenure. [ABSTRACT FROM AUTHOR]

This study was about the leadership styles of school administrators in terms of transformational, transactional, and democratic styles. This study aimed to answer the relationship between the respondents' leadership style and demographic profile in terms of age, educational qualification, and length of service. It also answered which of the demographic profiles best predict their leadership style. The respondents of this study were the female Maranao elementary school heads in the Districts of Balo-i East and West, Matungao, Munai, Pantaoragat, Pantar, Poonapiagapo, and Tagoloan under Lanao del Norte Division. A descriptive-correlational method was used. This study employed adapted questionnaire and the statistical techniques were frequency, percentage, and weighted mean. Chi-square and Regression were also used. The findings of the study showed that forty (40) were in the age bracket of 41-50 years old. The majority of them had finished master's degree and in more than fifteen (15) years as School Head. It found out that there were fifty-eight (58) Transformational Leaders out of one hundred (100) respondents, thirty-nine (39) democratic leaders and three (3) for transactional leadership. Results showed that transformational leadership style correlated with the respondents' length of service. This study highlighted the prevalence of transformational leadership style among female Maranao school heads in Lanao del Norte Division. This study recommended that training programs should focus on enhancing leadership skills to school administrators to empower, inspire, and motivate their subordinates effectively. The action plan was made to support the school heads focusing on leadership style. [ABSTRACT FROM AUTHOR]

Managers' leadership style has a substantial impact on employee and organizational outcomes. In the present study, we consider the role of leaders' chronological age in predicting followers' perceptions of their leadership style. Whereas ample research uncovers relationships between individuals' age and how these individuals are perceived by others, little is known about how leaders' chronological age impacts others' perceptions of their style. Even less is known about how such relationships vary across cultures and industries. We conducted a meta‐analysis (164 unique studies; N = 397,456 observations) to explore these relationships, using the Full‐Range leadership model. We found that leader age was negatively related to perceptions of transformational and transactional leadership, and positively related to perceptions of passive leadership. Further, some of these effects varied on several cultural dimensions: The negative relationship between leader age and transformational leadership was weaker in collectivistic cultures, while the negative relationship with transactional leadership was stronger in high power distance cultures. Industry type also mattered: the relationship between leader age and both transformational and contingent reward leadership styles was amplified in the public sector. Lastly, perceptions of older leaders were more negative when ratings were provided by followers rather than the leaders themselves. Our findings offer both theoretical and practical implications for leading in an increasingly age‐diverse workforce, such as better informing the workforce of present age stereotypes and their imminent effect on organizations. [ABSTRACT FROM AUTHOR]

This article examines the consequences of stereotypical beliefs regarding gender, traits, and leadership styles for manager preferences in public organizational contexts that differ as to the gender composition of their workforce. It is hypothesized that employee preferences for male, agentic, and/or transactional managers relative to female, communal, and/or transformational managers are stronger in male-dominated contexts than in female-dominated contexts. Hypotheses are tested through a conjoint survey experiment among 2,757 Dutch public sector employees in education, police, and defense. Findings show that there is a stronger preference for communal managers over agentic managers in both contexts, independent of the manager's gender. In contrast, employee preferences for transactional leadership relative to transformational leadership are stronger in male-dominated contexts than in female-dominated contexts and vice versa, also independent of the gender of the manager. The article discusses the implications of the study's findings for the study of gender and leadership preferences. [ABSTRACT FROM AUTHOR]

Employee performance in the organizational realm is indispensable for the perpetual sustainability of an entity. Performance deterioration is inclined to leadership styles embraced by leaders in the organization. The dilemma is still depicted with the absence of a conclusive statement regarding which leadership philosophies are essential for raising the performance and quality of the organization. When linking to this theoretical gap, this study investigates the impact of transformational, transactional, and ethical leadership on employee performance in the banking sector of Nepal. This research proposes and empirically examines three hypotheses, namely, a positive and significant relationship between transformational leadership and employee performance, a positive and significant relationship between transactional leadership and employee performance, and a positive and significant relationship between ethical leadership and employee performance. These hypotheses were examined in reference to the employees working in commercial and development banks in Kathmandu, Nepal. Convenience sampling-based data was collected for the study to test hypotheses. A total of 160 questionnaires were distributed to the targeted respondents, who were bank employees. 140 questionnaires were received useful for the study, representing 87.50 percent of respondents who voluntarily participated in the survey. Leadership styles and employee performance were measured using Likert scale items. Internal consistency and reliability were tested with Cronbach’s alpha. The Cronbach’s alpha for transformational leadership is 0.841, transactional leadership is 0.616, ethical leadership is 0.795, and Cronbach’s alpha for employee performance is 0.869. The study employed a descriptive and causal-relational research approach. The analysis of data was based on the use of statistical software SPSS and STATA packages. The statistical methods and tests employed in the study were descriptive statistics: frequency and percentage for demographic data, correlation and regression analysis were adopted for testing hypotheses. The analysis results depicted a positive and significant effect on transformational and transactional leadership concerning employee performance. Ethical leadership has a positive impact on employee performance but is found insignificant. Moreover, the findings of the study support research from others depicting that leadership styles affect the employee performance.

The study intends to determine how leadership techniques adjusted to the trends impact employee job satisfaction, considering the mediating influence of perceived organizational politics in light of the expanding influence of digital technology and virtual work settings. The study included a solid sample of 300 workers from different parts of Jordan. The employees filled out the questionnaire anonymously. 5-point rating Likert scales were used to capture a range of viewpoints. Using the Partial Least Squares software, this study applies Structural Equation Modelling analysis to examine the relationships between job satisfaction, perceived organizational politics, and leadership styles in Jordanian insurance companies. The study focuses on all employees of insurance companies in Jordan, including people working at various administrative levels. The most common length of job tenure was between one and five years (38.67%). Initial results show a strong beneficial relationship between transformational leadership philosophies and contentment at work (β = 0. 378, t = 6.266, LL = 0.483, UL = 0.718, p < 0.001). Similarly, transformational leadership had the highest standardized effect on perceived organizational politics with a coefficient of 0.443. Furthermore, the complex processes by which leadership philosophies tangentially affect job satisfaction levels are revealed by the role of mediation of perceived organizational politics.

The purpose of this study is to determine if there is a positive relationship between full-range leadership and employees' effort, efficiency, and satisfaction. A questionnaire was administered to 577 executives from Colombian companies, and the data was analyzed using a partial least squares structural equation modeling (PLS-SEM) approach. The results show that both transformational and transactional leadership have a direct and significant impact on extra effort, effectiveness, and satisfaction, with transformational leadership having the greatest impact on these factors. Conversely, passive-avoidant leadership has negative effects on these three constructs. This study validates the effectiveness of the MLQ 5X in a South American country, a geographical region where such studies are in their early stages. Finally, the whole range of leadership styles--transformational, transactional, and passive-avoidant--is looked at. These styles are seen as second-order constructs that challenge latent multidimensional models as they emerge. [ABSTRACT FROM AUTHOR]

Our study leverages insights from the conservation of resources theory and job demands–resources theory to explore the relationship between two types of emotional labor—surface acting and deep acting—and job performance among firefighters. Furthermore, we assess the moderating roles of transactional and transformational leadership within this framework. Using hierarchical multiple regression models, we analyzed data from 1453 firefighters in Gyeonggi-do, South Korea's most populous province. The findings reveal that surface acting adversely affects job performance, whereas deep acting exerts no significant impact. The relationships between these two types of emotional labor are contingent on transactional and transformational leadership. The policy implications of this study include the need to manage employees' emotional labor by distinguishing between surface and deep acting as well as the need for efforts and alternatives to facilitate transactional and transformational leadership. [ABSTRACT FROM AUTHOR]

This document is a collection of abstracts from the International Journal of Psychology, covering a wide range of topics related to leadership, workplace well-being, and human resources. The studies and research papers explore various aspects of leadership, including identity leadership, emotional intelligence, and leadership qualities in different cultural contexts. They also examine the impact of workplace factors on employee well-being, such as supervisor incivility, mindfulness, and digital connectivity. Additionally, the document includes studies on gender equality, safety behavior in the construction industry, emotional labor, and the well-being of university staff after the COVID-19 pandemic. The findings provide valuable insights for understanding and improving leadership practices and promoting employee well-being in diverse workplace settings. [Extracted from the article]

Despite the abundance of research linking leadership behaviours to organisational effectiveness in various sectors, there is a lack of empirical studies that investigate how leadership behaviours influence performance in the context of research universities. The present study examined the effects of leadership behaviours on departmental performance in public research universities in Ethiopia. The study employed a quantitatively driven embedded type of mixed methods design. The participants of the study were 1176 academic staff (969 instructors and 207 department heads). They were selected from four public research universities using a simple random sampling technique. In addition, 14 key informants were selected using a purposive sampling technique based on their teaching‐learning, research and leadership lived experiences in higher education institutions and interviewed using semi‐structured guiding questions. Quantitative data were collected using questionnaires composed of demographic questions and adapted versions of two scales: Multifactor Leadership Questionnaires and a new tool for measuring global academic performance. The quantitative data were analysed using frequency, percentage, multiple correlations and regression, one sample t‐test, exploratory factor analysis and confirmatory factor analysis. Version 23.0 of Analysis of Moment Structures (AMOS) and SPSS‐23 were used for data analyses. Qualitative data were analysed thematically using open code version 4.03 software. The analyses showed that transactional leadership dimension and teaching‐learning dimension of departmental performance were practised predominantly. Dimensions of leadership behaviour were found to be positively and significantly related to dimensions of departmental performance. The joint contributions of dimensions of leadership behaviour were larger than their separate contributions, thereby supporting the formulated alternative hypotheses. Implications of the findings were discussed.Context and implicationsRationale for the studyLeadership is one of the indispensable factors that determine organisational success. However, empirical study findings that show the effects of leadership behaviours on departmental performance in public higher education institutions were scarce.Why the new findings matterThe new findings matter because the transactional leadership dimension of leadership behaviours and the teaching‐learning dimension of departmental performance are practiced predominantly in the sampled research universities. The findings demonstrated that the stated dimensions of leadership behaviour are positively and significantly related to departmental performance. It is more informative and contributes to knowledge and practice that the combined contributions of leadership behaviours are larger than their separate contributions.Implications for practitionersThe findings of the study have policy and practical implications for improving effectiveness of higher education leadership and departmental performance dimensions: the teaching‐learning process, research and community services in the context of Ethiopian public research universities. This finding further implies that schools and department heads need to use a combination of appropriate leadership behaviours in order to improve departmental performance dimensions. [ABSTRACT FROM AUTHOR]

This study conducts a comprehensive bibliometric and content analysis of scholarly articles investigating the relationship between leadership and organizational commitment. Utilizing the Web of Science Core Collection database, the research encompasses a rigorous search strategy focused on terms such as "leadership", "distributed leadership", "transformational leadership", and "organizational commitment". We selected a final dataset of 2110 peer-reviewed papers from the management and business domains after filtering through over 10,000 sources. The analysis identifies five key clusters to expand the understanding between leadership and organizational commitment: (1) "The Future of Remote Work and Its Impact on Organizational Commitment", (2) "Authentic Leadership in the Age of Climate Organizational Change", (3) "Job Satisfaction Promotes Leadership and Organizational Commitment by Empowering Attitudes and Perceptions", (4) "Study of Leadership Style and Culture as Antecedents of Organizational Performance", and (5) "Leadership in the Digital Age: Exploring the Intersection of Transactional and Transformational Leadership Styles". This study's originality lies in its extensive bibliometric examination, offering novel insights and guiding future research directions, thereby significantly contributing to the understanding and advancement of the field. [ABSTRACT FROM AUTHOR]

Background: The recent trend of increased indoor activities has significantly influenced daily life, enhancing the popularity of exercises like Pilates. This study explores how Pilates instructors' leadership styles affect class satisfaction and psychological well-being, addressing the research gap concerning the specific impact of leadership within the context of Pilates classes. Methods: The study surveyed 388 participants from 39 Pilates studios across South Korea, utilizing a questionnaire to assess leadership styles (transformational, transactional, and servant leadership), class satisfaction, and psychological well-being. Using statistical analyses, leadership styles were assessed for their correlation with class satisfaction and psychological well-being. Results: Findings revealed that transformational and transactional leadership styles were positively correlated with class satisfaction and psychological well-being. Specifically, transformational leadership significantly enhanced educational satisfaction and personal growth, while transactional leadership most strongly influenced social satisfaction and the sense of purpose in life. Servant leadership was notably effective in improving physical class satisfaction. The study also highlighted the critical role of class satisfaction in promoting psychological well-being among participants. Conclusion: This research underscores the importance of leadership styles in enhancing the Pilates class experience, suggesting that instructors' leadership approaches can significantly impact participants' satisfaction and psychological well-being. The study advocates developing training programs that equip Pilates instructors with the skills to adopt effective leadership styles, fostering a more positive and fulfilling class environment. [ABSTRACT FROM AUTHOR]

In the current world, leadership is not stagnant but is evolving with the new digital world impacting on motivation and productivity of employees. This research article is based on the impact of various leadership behaviors on the employees in a technologically driven organization. The purpose of this paper is to discuss the existing literature on leadership theories and empirical studies on the effects of transformational, transactional, and servant leadership on motivation, job satisfaction, and performance of employees. The data is collected from the employees in different industries through the administration of questionnaires as well as interviews. According to the literature, of all four leadership styles, inspirational motivation and individual consideration are found to have the most positive impact on the motivation and performance of the employees. On the other hand, while transactional leadership with a focus on reward and punishment enhances performance through the formulation of structured reward systems, it has a limited influence on intrinsic motivation. This paper reveals that servant leadership that is concerned with the development of the subordinates is positively correlated with the levels of employee satisfaction and performance improvement in the long run. The results, therefore, underscore the importance of leaders adapting to the new nature of work that is dynamic and virtual. The recommendations that are given in this paper may assist organizations in enhancing the level of employee engagement and performance by adopting the best leadership practices. The research contributes to the knowledge of leadership in the context of the digital environment and offers valuable insights to current and aspiring leaders who want to build a committed and effective workforce. [ABSTRACT FROM AUTHOR]

Teachers' happiness on the job was correlated with the leadership ideologies of rural Chinese school principals, according to the research. Additionally, we looked at how teachers' organisational commitment mediated the relationship between leadership style and performance on the job. Also considered were how the cultural norms of the principals' home nations were shown through their leadership approaches. Data was collected from 51 rural Chinese schools and analysed using a descriptive sequential mixed-methods strategy. To accomplish these four goals, the research gathered quantitative and qualitative data from 438 educators and 51 rural school administrators. Using Mplus Version 7.0, structural equation modelling was conducted. We used IBM SPSS Statistics Version 22 for data cleaning, descriptive, and reliability statistics. To synthesise the qualitative data, we turned to theme analysis. Teachers were more satisfied with their work when their leaders used transformational leadership strategies, as opposed to administrators who were passive-avoidant. When managers displayed the hands-off approach characteristic of passive avoidant leadership, employee productivity declined. In contrast, when managers used motivational methods, intellectual stimulation, or contingent pay typical of transactional leadership, employee output rose. According to several leadership style-happiness connections, employees' involvement in the firm played a role. Interestingly, a certain leadership style or trait was linked to every country's cultural features except masculinity. Scholars and politicians have suggested new research directions in light of these findings. [ABSTRACT FROM AUTHOR]

The purpose of this study is to investigate the relationship between leadership choice and the subsequent impact of institutional culture on financial performance of education institution. This study followed a quantitative research design. The results were analyzed using SPSS 29 and the survey used in this study has four distinct sections. The demographic questions are included at the beginning of the survey. Section two contains the Leadership Questionnaire. In the third segment, the institutional culture assessment of the organization. The questionnaire concludes with a tool for assessing financial performance. The study's objective suggests that institutional culture and leadership style may have an impact on financial performance. The correlation analysis shows that student-oriented cultures are positively correlated with transactional leadership, whereas collaborative cultures are negatively correlated with clan cultures. All cultural types have a correlation with the transactional-transformational leadership style. A wide range of cultural factors have a direct correlation with financial performance. According to the study's findings, financial performance is positively correlated with transactional-transformational leadership and negatively correlated with transactional leadership. A statistically significant correlation has been found between transformational leadership style and all cultural types. An innovative culture and transformational leadership have a statistically significant correlation with education institutions financial performance. Institutional culture has a significant impact on both financial performance and leadership effectiveness. The quality of an institution's leadership has a significant impact on its financial performance. According to the study's findings, an institution that prioritizes students and embraces innovation can improve its financial performance. When tasks are defined in terms of policies, procedures, and rules, and students are made aware of the goals, their performance improves. It has been proven that a collaborative clan culture boosts employee performance. [ABSTRACT FROM AUTHOR]

The primary goal of this study is to investigate the impact of transactional leadership style (TSL) on knowledge sharing behavior (KSB). The primary goal of this research is to examine the impact of organizational culture (OC) on the dynamics of relationships among white-collar employees in the manufacturing sector, with a particular emphasis on its relevance to the development of innovative products. Our investigation followed a hypothesis-deductive testing methodology. The methodology in question is based on an iterative process of idea generation, experimentation for validation, and derivation of conclusions from collected data. To aid our investigation, we have developed two hypotheses, which are well-founded conjectures, to guide our research. Following that, questionnaires were distributed to 375 managers to elicit their perspectives. The responses of the participants were meticulously collected and organized, yielding invaluable data. The results revealed a significant relationship between organizational culture and the extent to which employees disseminated knowledge. Another finding was that the impact of transactional leadership on knowledge sharing was completely mediated by organizational culture. The cross-sectional design of this study imposes a significant limitation. The initial understanding of Transactional Leadership's effects on organizational culture and knowledge sharing may be ambiguous. The leader's self-report was also used as a data source in the study, which could introduce common source bias. The findings of this study will help managers in the manufacturing sector determine the most effective way to distribute resources for human resource management tasks such as recruitment, compensation, and training. This will ensure their ability to appoint appropriate leaders capable of cultivating an environment that encourages continuous learning within the institution. The findings of this study suggest that organizational culture influences the relationship between Transactional Leadership and Knowledge Sharing Behavior. This response addresses the numerous requests for additional research in this specific domain and will be of interest to those working in this field. [ABSTRACT FROM AUTHOR]

This study investigates the impact of transactional leadership styles on organizational commitment, contingent reward, and laissez-faire were considered as sub-variables of transactional leadership style. The study was conducted on PMS administrative officers of grade 17, 18, and 19 from different cadres and departments of recognized public offices in Pakistan, with a sample size of 382. Data was collected through self-administered questionnaires, and data analysis was performed using statistical software. The study found that contingent reward has a significant positive impact on organizational commitment, while management by exception, and laissez-faire have a significant negative impact on organizational commitment. Based on the findings, the study recommends that public offices should adopt transactional leadership styles to improve employees' organizational commitment and psychological ownership, ultimately leading to better performance and productivity. [ABSTRACT FROM AUTHOR]

The purpose of this study is to examine whether leadership style affects the professional satisfaction of employees in the field of hospitality and specifically in luxury hotels in Greece. A quantity survey was conducted measuring the characteristics and behavior of leaders, and employee satisfaction. The originality of the article derives from the thorough study of the individual forms of leadership's effect on job satisfaction in Greek luxury hotels, presenting existing organizational data during a strenuous period of pandemic and financial crisis leading to significant changes in the internal and external environment of hotel companies. [ABSTRACT FROM AUTHOR]

Numerous theorists and practitioners working in the field of management highlight leadership among the key determinants of organizational performance. This paper investigates the impact of transformational and transactional leadership styles on human resources and their satisfaction, engagement and commitment to the company. The goal is to provide an understanding of the importance of leadership to the success of organizations in a complex business environment. The research was conducted on a sample of 120 employees in profit organizations from R.N. Macedonia. The results of this and the research showed that the transformational leadership style positively affects the job satisfaction, motivation and engagement of employees. The significance of this paper is that it provided guidelines for creating a model of leadership styles for еffective organizational functioning in different situations. This research is important for organizational systems because it updates the importance of effective leadership for the productivity of human resources and for improving the economic benefits of companies. [ABSTRACT FROM AUTHOR]

Copyright of Revista Venezolana de Gerencia (RVG) is the property of Revista de Filosofia-Universidad del Zulia and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Previous research has examined political skills and transactional leadership in examining predictors and determinants of employee performance. This study was made necessary by the lack of research on organizational work culture and mediation in the holding industry. This study examines differences in employee performance due to political skills and transactional leadership and examines organizational work culture as a mediating factor. Design/methodology/approach - This study used census sampling techniques. Collect data using questionnaires and analyze research model hypotheses using Confirmatory Factor Analysis and Structural Equation Modeling with SmartPLS. Findings - The data analysis results show that political skills and transactional leadership are not positively related to employee performance and organizational work culture. Organizational work culture also fails to be a mediator, and only the impact of organizational work culture on employee performance is positive and significant. Practical implications - Organizations must do everything possible to ensure an improved adaptable, collaborative, flexible, and team-oriented work culture within the organization, as this is essential to improving performance by providing motivation, embracing innovative ideas, responding to employee complaints, and enabling the organization to survive and thrive. Originality/value - The study provides insights into how and to what extent political skills and transactional leadership variables affect employee performance. This study complements the existing literature and explores the mediating role of organizational work culture. Executives and policymakers can use the study's findings to improve organizational work culture in the corporate holding industry. The study opens up possibilities for future research. [ABSTRACT FROM AUTHOR]

In the realm of healthcare administration, heightened expectations can lead to stress, therefore impacting working conditions. Specifically, studies on leadership styles have provided a valuable understanding of the factors that hinder performance, particularly in relation to the implementation of transactional leadership. Despite its crucial significance, there is a dearth of research on the management styles employed in clinical engineering. This study examines the impact of leadership styles on the functioning of medical equipment. We assess leadership styles and the performance of medical equipment from the perspective of end-users using a cross-sectional survey and questionnaires that consider many significant criteria. A neural network model is employed to classify the leadership styles exhibited by the Clinical Engineering Department (CED) and to analyze the correlation between these styles and the equipment's performance. The results suggest a significant correlation between the leadership styles of those in charge of CED and the functioning of medical equipment. A strong and favorable correlation exists between transformative leadership and equipment performance (r = 0.856**, P = 0.000). The data suggests that transformative leadership is highly significant, with a mean score of 3.07 ± 0.817. [ABSTRACT FROM AUTHOR]

Copyright of Contaduría y Administración is the property of Facultad de Contaduria y Administracion-Universidad Nacional Autonoma de Mexico and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Jordanian Educational Journal is the property of Association of Arab Universities and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose -- over the years, small and medium enterprises (SMEs) have grappled with the challenge of adopting appropriate leadership styles domestically and globally. This study, thus, seeks to identify the prevalent leadership styles in Bangladesh's SME sector, with a specific emphasis on transformational, transactional, and laissez-faire leadership. Research methodology -- a positivist research approach was employed to collect and analyse a dataset of 410 samples collected through a self-administered questionnaire survey to different SME owners and managers in Bangladesh. Descriptive statistics were employed for data analyses. Findings -- the results revealed that generally SMEs are not recognised with universally accepted leadership style in practice in Bangladesh. Instead, leaders tend to employ all three styles based on individual preferences. Additionally, transformational leadership emerged as the most commonly practiced style, followed by transactional and laissez-faire leadership. Research limitations -- the study's applicability is limited to SME owners and managers, specifically those in urban SMEs within a specific region. Thus, the generalisability of the results to employees and SMEs in rural contexts in Bangladesh presents a challenge. Practical implications -- the research insights may be used as valuable guidelines for SME owners and managers in conceptualising leadership styles and their practices, especially in Bangladesh's SME sector. Originality/Value -- the originality of this research lies in addressing a critical issue where many struggle to apply suitable leadership approaches in varying situations. [ABSTRACT FROM AUTHOR]

Copyright of Mehmet Akif Ersoy University Journal of Education Faculty is the property of Mehmet Akif Ersoy Universitesi Egitim Fakultesi Dergisi and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: The purpose of the article is to characterize Generation Z in terms of expectations towards work and employers, and to identify manifestations of commitment declared by representatives of this generation. Design/methodology/approach: A review of the literature in the area in question was conducted, and the results of a survey of people representing Generation Z at the University of Economics were analyzed. To identify the manifestations of commitment, the concept of W.A. Kahn. The selection of people for the study was purposive, i.e. people with a length of service of no more than five years were studied. Findings: Managers who adhere to transactional leadership may find it challenging to meet the expectations of Generation Z. It is crucial to understand that members of this generation are quick to leave a job that doesn't allow for experimentation and learning from mistakes. The Zetas' preference for quick results with minimal effort may be difficult for older generations to embrace. Representatives of generation Z, whom we surveyed, declared a high level of commitment. We explain such results by the fact that our respondents are in a period of fascination with having their first job. Unlike other authors, we conducted our research after the pandemic period, which affected the attitudes of employees of the youngest generation. Research limitations/implications: A limitation of our study is the acquisition of results from students at only one university and the small research sample. Our research was a pilot study. In the first instance, we wanted to validate the research tool. Practical implications: Since in 5 years there will be more than 50% of such employees, it is important to know their attitudes and expectations towards work for effective human resources management. Originality/value: Knowing the expectations and reasons why the younger generation engages in work can be useful in the personnel decision-making process of various actors, e.g. leaders, managers, and recruiters. The results can also be inspiring for those dealing with employer branding strategies. [ABSTRACT FROM AUTHOR]

In Japan, there is almost no national policy that details the attributes and abilities desirable for school management staff. However, in March 2023, Toda City in Saitama prefecture, a city famous for its aggressive education reforms, published the Toda City School Management Rubric (SMR) as perspectives to be referred to in the daily practice of school management through a time-consuming hearing from principals and vice principals. By categorizing each dimension of the rubric itself as well as the documents relating to the creation process with the four school leadership styles, while making a comparison to school leadership standards in the U.S. and U.K., this paper aims to illuminate how the magic words of "school leadership" were turned into concrete perspectives for school leaders to reflect on. As a result, there are similarities and differences among leadership standards in three countries. Moreover, a transformational leadership style seems to be the most frequently mentioned among the four school leadership styles, and many of the principals and vice principals referred to instructional leadership in a sense that they need to take a lead in transforming traditional teacher-led instruction into student-centered learning. Furthermore, a distributed leadership style is considered to be important by many school leaders, especially because they continue to seek an appropriate balance between top-down and bottom-up approaches, and some principals and vice principals take the issue of work style reform seriously, which assumes an aspect of transactional leadership. As an arguably unprecedented attempt to comprehensively analyze the detailed policy documents on school leadership in Japan, this article will provide cross-cultural implications for school leadership policy and practice. [ABSTRACT FROM AUTHOR]

The main aim of this study was to assess the efficacy of different leadership styles on the performance of organisations in the banking sector of South Africa. The outcomes are expected to be utilised in order to construct leadership development initiatives, which will facilitate the cultivation of leadership competencies that contribute to the success of a company. The research conducted a synthesis of 50 empirical studies through the use of secondary source content analysis. A one-sample t-test was used to assess the presence of a statistically significant association between organisational success and a manager's lifestyle. A unidirectional analysis of variance (ANOVA) was conducted to determine the correlation between different leadership styles and organisational performance. The Pearson's Correlation Coefficient was employed to examine the correlation between leadership styles and organisational performance. Research has confirmed that Transformational leadership has a positive impact on financial success, customer satisfaction, and staff engagement. Transformational leaders foster innovation and exceptional performance through their inspiring vision and tailored assistance. Transactional leadership ensures operational stability and adherence to regulations, but it does not have a substantial impact on staff engagement and innovation. Servant leadership emphasises the establishment of a supportive work environment through the enhancement of staff morale and customer service. An optimal approach for enhancing organisational performance in the South African Banking sector is to adopt a well-rounded strategy that incorporates transformational, transactional, and servant leadership principles. The Transformational leadership style has been determined to be the most effective in the banking sector, as it has shown the highest improvement in organisational performance. Banks executives and managers should consider embracing transformational leadership, cultivating innovation, and allocating resources towards staff development. [ABSTRACT FROM AUTHOR]

Copyright of Die Deutsche Schule is the property of Waxmann Verlag GmbH and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study investigates the role of leadership in shaping the strategic management decisions of Micro, Small, and Medium Enterprises (MSMEs) owners in Indonesia. Utilizing a mixed-methods approach, we surveyed 250 MSME owners and managers across various sectors and conducted in-depth interviews to gain qualitative insights. Our findings reveal that entrepreneurial and transformational leadership styles are the most prevalent and influential, significantly driving strategic planning, innovation management, and competitive positioning. Transactional leadership, while important, plays a comparatively lesser role. Qualitative insights highlight the impact of personal networks, cultural values, and adaptive leadership in navigating regulatory challenges and leveraging government support. Additionally, digital transformation emerges as a critical factor for operational efficiency and market reach. These results suggest that leadership development programs should focus on enhancing entrepreneurial and transformational skills, and government policies should be tailored to the specific needs of MSMEs, with an emphasis on reducing bureaucratic barriers and improving digital literacy. This study provides valuable implications for policymakers and practitioners aiming to strengthen the strategic management capabilities of MSMEs in Indonesia [ABSTRACT FROM AUTHOR]

As institutions, schools hold a place of significant value for their stakeholders. Selznick (1957/1984) recognised that institutions require a particular type of leadership that is concerned with the promotion and protection of values. Although not a new theory, institutional leadership has not received much attention by both researchers and practitioners since its formation, which has given way to the more familiar concepts of transactional and transformational leadership. A systematic literature review was carried out to survey what enactments of institutional leadership are taking place in different institutions and what impact Selznick's theories still have on leadership practice. A thematic analysis of the literature found institutional leaders acting in five areas: (1) managing institutional identity, (2) leading followers, (3) managing the external environment, (4) organisational management, and (5) management of the self. The findings could be useful to school leaders who seek to adopt a leadership style that ensures the survival of their institutions. [ABSTRACT FROM AUTHOR]

Although there have been studies in the past that have highlighted the important role of leader traits in motivating employee innovation behavior, leader perfectionism has been scarcely investigated in this context. This study attempts to explore whether leader perfectionism directed toward employees can facilitate or hinder employee innovation behavior. Based on the transactional model of stress, we propose and test a moderated mediation model using data from a multi-wave, multi-source survey of 334 leader-employee questionnaires. The results show that, for employees with high self-efficacy, leader perfectionism has a positive effect on their challenge stress, which in turn promotes employee innovation behavior; Meanwhile, for employees with low self-efficacy, leader perfectionism has a positive effect on their hindrance stress, thereby discouraging employee innovation behavior. This study has significant theoretical and practical implications as it highlights the underlying relationship between leader perfectionism and employee innovation behavior. [ABSTRACT FROM AUTHOR]

The aim of the current research is to examine the effect of trust-based collaboration and idealized transformational leadership to the knowledge sharing. It also examined the effect of contingent reward transactional leadership to trust-based collaboration and knowledge sharing. Data used in the current research are primary ones derived from questionnaires distributed to selected respondents. All lecturers of private universities in Central Java Indonesia having A qualification in institutional accreditation are the population. The sample is part of the population. Sampling technique used is non probability sampling, not all population has the same opportunity to be sample. The reason is that population is homogeneous in nature. The sample analysed is 162 respondents. The research finding indicates that idealized influence transformational leadership positively affects to trust-based collaboration. Trust-based collaboration has a positive effect on knowledge sharing. The research fails proving the effect of contingent reward transactional leadership to trust-based collaboration and knowledge sharing. Thus, the current research contributes to literature concerning the importance of trust-based collaboration in increasing knowledge sharing. The study is the first study examining the role of trust based collaboration to the relationship between idealized influence transformational leadership and knowledge sharing. Trust-based collaboration is the novelty of the research, that is derivation of the two theories. The finding strengthens one of main flows in literature and gives more empirical evidence about the relationship between transformational leadership and knowledge sharing that the relationship between the two is indirect in nature. [ABSTRACT FROM AUTHOR]

Objective: The purpose of this research is to investigate the role of transformational leadership style on organizational agility and academic entrepreneurship through the demographic characteristics of gender, age, work experience, employment status and education. Methods: The current research is based on the objective of an applied type and in terms of a quantitative method, it is a descriptive-correlation type, which was conducted as a survey in the field of research variables. The research population includes employees and managers of Shiraz University, and the statistical sample includes 288 of these employees, including 126 managers and 162 employees, who were randomly selected and analyzed. Results: The results of the current research, showed that there is a positive and significant relationship between the components of transformational leadership style and organizational agility with academic entrepreneurship of employees in Level 01/. There is; There is no significant difference between the components of organizational agility and academic entrepreneurship based on gender, age, education, work experience and type of employment status. Conclusion: By conducting this research, it was found that the staff of the faculty of humanities and staff had higher organizational agility and the staff of the faculties of educational sciences and psychology, humanities and staff had higher organizational entrepreneurship than other employees of Shiraz University. Also, regarding the variable of transformational leadership style, only the component of individual consideration in one step and regarding the variable of organizational agility, the components of responsiveness, organizational flexibility and competence in three steps have the highest multiple correlation with predicting academic entrepreneurship of employees. [ABSTRACT FROM AUTHOR]

Purpose: Leaders' behavior has a critical impact on workers' safety behavior. However, previous studies have shown contradictive views on the effect of different leadership styles on safety behavior. One reason may be that the effectiveness of leaders' behavior varies according to diverse contexts. This study examines the effect of transformational and transactional leadership (TsL) on the safety behavior of on-site workers under different levels of social capital in construction projects. Design/methodology/approach: Safety behavior is divided into three types: safety compliance (SC), organizational-oriented safety participation and individual-oriented safety participation (ISP). Questionnaire survey data were collected from 302 construction workers in the Chinese construction industry. Findings: The results indicate that the positive effect of transformational leadership (TfL) of frontline supervisors on the two types of construction workers' safety participation is enhanced when social capital is high, although TfL has no significant effect on SC behavior. In contrast, TsL can promote construction workers' SC behavior and organizational-oriented safety participation and social capital positively moderating these relationships. TsL has no significant effect on ISP, but its interaction with safety behavior is positively related to ISP. Research limitations/implications: This study explains the inconsistent findings of previous research related to the role of leadership in safety behavior by introducing the social capitaltheory and distinguishing safety participation into two typesThis study is confined to one specific country, future research may benefit from investigating whether the conclusions of this study will be different in other nations with diverse cultures. Practical implications: The findings of the study provide frontline supervisors with new insights into improving workers' safety and the efficiency of leadership in safety management. Originality/value: This study explains the inconsistent findings of previous research related to the role of leadership in safety behavior by introducing the social capital theory and distinguishing safety participation into two types. [ABSTRACT FROM AUTHOR]

Copyright of Environmental & Social Management Journal / Revista de Gestão Social e Ambiental is the property of Environmental & Social Management Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)