Factor structure of the transformational leadership model in human service teams

2003 ◽  
Vol 24 (6) ◽  
pp. 803-812 ◽  
Author(s):  
Andrew N. Garman ◽  
Deborah Davis-Lenane ◽  
Patrick W. Corrigan
Keyword(s):  
Transformational Leadership ◽  
Factor Structure ◽  
Human Service ◽  
Leadership Model

Examining the Factor Structure of the MLQ Transactional and Transformational Leadership Dimensions in Nursing Context

2018 ◽  
Vol 41 (5) ◽  
pp. 743-761 ◽  
Author(s):  
Sheila A. Boamah ◽  
Paul Tremblay
Keyword(s):  
Transformational Leadership ◽  
Factor Structure ◽  
Leadership Style ◽  
Multifactor Leadership Questionnaire ◽  
Fit Indices ◽  
Confirmatory Factor Analyses ◽  
Leadership Model ◽  
Multifactor Leadership ◽  
Confirmatory Factor ◽  
Transactional And Transformational Leadership

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

COACHING CORE COMPETENCIES AS THE KEY SOFT SKILL FOR SUCCESSFUL HUMAN RESOURCES MANAGEMENT

2017 ◽  
Author(s):  
Serhii Kubitskyi ◽  
◽  
Oksana Chaika ◽  
Keyword(s):  
Transformational Leadership ◽  
Human Resources ◽  
Core Competencies ◽  
Human Resources Management ◽  
Soft Skill ◽  
Leadership Model ◽  
Resources Management ◽  
Hr Management ◽  
Or Organization ◽  
A Company

This paper aims at considering the well-known triad of What? How? Why? somewhat anew by suggesting looking at transformational leadership for successful human resources management through the lens of coaching core competencies as the key soft skill. Arising as the strategic approach to the effective management of people, well-thought human resources management that rests on a leadership model definitely enables management of a company or organization to move ahead of the curve and gain a firm foothold in the job market. The transformational leadership model fits the framework of the research and links to the contrastive line between management and leadership.It is emphasized that management processes focus on (i) maintaining and (ii) improving performance at work, on the one hand, and on the other, unlike management, the transformational leadership model focuses on the benefits of visionary thinking and bringing about change. Following the goal in the subject matter associated with successful HR management, the Golden Circle of What? How? Why?introduced by Simon Sinek finds its way in the description analysis. The Why? sectionopens the idea for successful HR managementto move further to What?section and is accompanied with How? section in the end. The final part of the findings embodies 11 current core competencies of coaching, which illustrate how the ways of implementing the soft skills in workplace may increase HR performance, enhance seamless communication among employees and management, drive change and welcome innovation.The four objectives for successful HR management: (i) drive change within a company or organization, (ii) encourage and motivate people for personal and corporate growth and development, (iii) employ innovation including modern technologies, and (iv) lead by example, correspond to the four cornerstones in the framework for successful company or organization management via transformational leadership. They are: (i) create an inspire vision of the future for the company’s (organization’s) employees, (ii) motivate the staff to live by and deliver the vision, (iii) manage delivery of the vision, (iv) attract and retain high-class professionals and young talents, build up strong and competitive teams, create and grow ever-stronger, trust-based relationships with the employees. The toolkit of ways, techniques and approaches may derive from the current core competencies in coaching that can be groupedsimilarly to the ICF ones as follows: (i) foundation, (ii) co-creating the relationship, (iii) communicating effectively, and (iv) cultivating learning and growth.

Prototipe Kepemimpinan Kiai di Pesantren Modern

2021 ◽  
Vol 3 (3) ◽  
pp. 320-331
Author(s):  
Rusdiono Mukri ◽  
Abas Mansur Tamam
Keyword(s):  
Transformational Leadership ◽  
Qualitative Methods ◽  
High Performance ◽  
Boarding Schools ◽  
Leadership Model ◽  
Leadership And Management ◽  
Philosophy Of Life ◽  
Management And Leadership ◽  
Transparency And Accountability ◽  
Descriptive Qualitative

This study aims to determine the implementation of the management and leadership of kiai Pondok Modern Darussalam Gontor in order to continue to exist and even become a prototype of leadership and management of modern Islamic boarding schools in Indonesia. The study used descriptive qualitative methods which were carried out by collecting data obtained from documentation, observation and interviews, and supported by literature studies, both from books and journals. The results of the study show that the modernity of Pondok Gontor is seen in the implementation of management which is different from Islamic boarding schools in general. Gontor's management is carried out based on the principles of transparency and accountability as well as togetherness. Pondok Gontor adheres to a collective, democratic, and transformational leadership model. This leadership model is proven to be able to bring about change in every student and teacher to achieve high performance. Through its vision and mission, Pondok Gontor strives to produce strong and solid leaders, leaders who have a noble soul and philosophy of life, correct values and are involved in the totality of life in the boarding with high discipline.  

Leader-Member Exchange and Transformational Leadership in Chaos and Complexity

2016 ◽  
pp. 261-274 ◽  
Author(s):  
Çağlar Doğru
Keyword(s):  
Transformational Leadership ◽  
Conceptual Framework ◽  
Chaos Theory ◽  
Exchange Model ◽  
Leader Member Exchange ◽  
Complex Environment ◽  
Leadership Model ◽  
Member Exchange ◽  
Organizational Mechanisms ◽  
Made In

Since the attribution model of leadership, a long way has been made in the literature of leadership. The newest approach to leadership against the ‘average leadership model', is the leader-member exchange model of leadership (Dienesch and Liden, 1986). Furthermore, being a very attractive topic in leadership transformational leadership is gaining more and more importance. In addition to all these, today's chaotic and complex environment has made changes to organizational mechanisms and relations. As a high need of analyzing leadership in these constructions, here one of the most important issues in leadership literature which are, leader-member exchange and the concept of transformational leadership will be analyzed throughout chaos and complexity. The aim of this chapter is drawing a conceptual framework of leader-member exchange and transformational leadership from the perspective of chaos theory and complexity.

The Criticality of Transformational Leadership to Advancing United States Government Enterprise Architecture Adoption

2011 ◽  
pp. 130-148 ◽  
Author(s):  
William S. Boddie
Keyword(s):  
Transformational Leadership ◽  
Enterprise Architecture ◽  
Business Processes ◽  
United States Government ◽  
Enterprise Management ◽  
Government Accountability ◽  
Integration Framework ◽  
Leadership Model ◽  
Management Functions ◽  
The Relationship

An effective enterprise architecture (EA) capability enables an organization to develop sound enterprise plans, make informed human, materiel, and technology resource investment and management decisions, and optimize key business processes. Despite U.S. Congressional legislation, U.S. Office of Management and Budget guidance, and U.S. Government Accountability Office reports and recommendations, many U.S. government leaders struggle in advancing EA adoption in their organizations. U.S. Government leaders must embrace transformational leadership to advance EA adoption. The author presents the Vision, Integrity, Communication, Inspiration, and Empowerment Transformational Leadership Model that describes competencies U.S. Government leaders need to advance EA adoption. The author also presents the Transformational Leadership and Enterprise Management Integration Framework that describes the relationship between transformational leadership and enterprise management functions. U.S. Government leaders must adopt this framework to realize improved enterprise performance.

scholarly journals Transformative Leadership of Wali Nagari Pakan Sinayan Banuhampu Agam Regency in Achieving The Achievement of Nagari Rancak in 2018

2021 ◽  
pp. 36-47
Author(s):  
Annisa Aulia Putri ◽  
Syamsu Rizaldi ◽  
Ria Ariany
Keyword(s):  
Transformational Leadership ◽  
Descriptive Analysis ◽  
Transformative Leadership ◽  
Participatory Planning ◽  
Analysis Approach ◽  
Leadership Model ◽  
The Past ◽  
Second Period

Nagari Pakan Sinayan has been led by H.S. Dt. Kayo Nan Kuniang for the past two periods. In the first period, Wali Nagari Pakan Sinayan won the Provincial Wali Nagari competency competition. Whereas for the second period, Wali Nagari Pakan Sinayan succeeded in bringing Nagari Pakan Sinayan to an achievement as Nagari Rancak in West Sumatera. This article aims to describe and analyze the leadership of Wali Nagari Pakan Sinayan in achieving achievements as Nagari Rancak. Problems are analyzed using the four components of transformative leadership by Robbins and Judge. The method used is qualitative with a descriptive analysis approach. The results showed that Wali Nagari Pakan Sinayan Banuhampu District Agam Regency has implemented a transformative leadership model. Wali Nagari Pakan Sinayan pays attention to the community and draws himself closer to sitting together with the community not only in official forums. Furthermore Wali Nagari Pakan Sinayan also implemented participatory planning to stimulate the community to issue ideas in development. Furthermore, Wali Nagari is a figure that motivates and gives influence to all nagari communities. Wali Nagari pays attention without distinguishing the jorong who supports him or not in the Nagari Election. Keywords: Transformational Leadership, Wali Nagari, Nagari Rancak

scholarly journals MODEL KEPEMIMPINAN SEKOLAH KELAS MENENGAH MUSLIM DI YOGYAKARTA

2018 ◽  
Vol 16 (3) ◽  
Author(s):  
Imam Machali
Keyword(s):  
High School ◽  
Transformational Leadership ◽  
Middle Class ◽  
Opportunity To Learn ◽  
School Principal ◽  
Senior High School ◽  
Educational Institutions ◽  
Leadership Model ◽  
Class Society ◽  
Organizational Theories

AbstractSchool principal is the important key in leading Islamic educational institutions to improve and develop to be chosen by Islamic middle-class society as a place to educate their children. This research aimed to observe the leadership model of Islamic Senior High School Principal in Yogyakarta in improving, developing, and preserving the quality of Islamic educational institutions to be chosen by Islamic middle-class society in Yogyakarta. The results in this research explained that the leadership model in Islamic Senior High School is transformational leadership. This leadership model is established through two abilities possessed. First ability is knowledgeable, which means that a school principal is knowledgeable about the organizational theories, the organizational culture, the strategic management, the leadership, and other managerial knowledges.  The wider knowledge and perspective a school principal has, the more open, flexible, inclusive, and open-minded the school principal is, to be able to manage a new knowledge. Second ability is experience, which is something that someone has encountered, undergone, endured, and borne. Experience is highly related with the ability and the will to continuously learn. The more opportunity to learn, the more experience will be achieved. The combination of knowledge and experience will establish a transformational leadership. Abstrak Kepala sekolah menjadi faktor kunci dalam membawa peningkatan dan perkembangan lembaga pendidikan Islam, sehiangga menjadi pilihan masyarakat kelas menengah Muslim untuk menyekolahkan pura putrinya. Penelitian bertujuan melihat bagaimana model kepemimpinan kepala sekolah kelas menengah muslim Yogyakarta dalam upaya meningkatkan, mengembangkan dan menjaga mutu lembaga pendidikan Islam sehingga menjadi sekolah pilihan masyarakat kelas menengah muslim di Yogyakarta. Hasil penelitian menunjukkan bahwa model kepemimpinan sekolah kelas menengah muslim adalah kepemimpinan transformasional. Model kepemimpinan ini terbentuk melalui dua kemampuan yang dimiliki yaitu, pertama, penguasaan pengetahuan (knowledge) seperti teori-teori organisasi, budaya organisasi, manajemen strategic, kepemimpinan, dan pengatahuan managerial lainnya. Semakin luas pengetahuan dan wawasan seseorang pemimpin, maka semakin terbuka, fleksibel, inklusif, mudah menerima masukan (open minded), dan mampu mengolahnya menjadi pengetahuan baru. Kedua adalah pengalamannya. Pengalaman adalah sesuatu yang pernah dialami, dijalani, dirasakan, ditanggung. Pengalaman sangat berhubungan dengan kemampuan dan kesediaan untuk terus belajar. Semakin banyak belajar, maka semakin banyak pula pengalaman yang akan didapat. Penggabungan antara pengetahuan dan pengelaman inilah yang akan membentuk kepemimpinan transformasional.

scholarly journals Evidence of Transformational Leadership Attributes in lean Healthcare Implementation Framework

2020 ◽  
Vol 9 (3) ◽  
pp. 2685-2690
Keyword(s):  
Transformational Leadership ◽  
Data Extraction ◽  
Study Data ◽  
Healthcare Sector ◽  
Intellectual Stimulation ◽  
Implementation Framework ◽  
Leadership Model ◽  
Leadership Attributes ◽  
Lean Healthcare ◽  
Healthcare Leaders

Purpose: This paper discussed sign of transformational leadership in lean healthcare implementation framework. This study focus on identifying characteristics of transformational leadership practiced by healthcare leaders. Sources: A review was carried using four established databases. This paper assembled analyses and expounded data from empirical papers on lean healthcare implementation frameworks from 2009 to 2018. Selection: Reviewed articles published in English were chose. In identification phase, 142 articles were identified; 81 articles passed the literature screening phase; and 48 articles were eligible for full article review. Finally, 12 articles were included for this study. Data extraction: Papers were considered if they regarded lean healthcare as the improvement methodology and discussed leadership characteristics in the lean implementation journey. Results: Twelve papers were selected for the study. The characteristics of transformational leadership being practised by healthcare leaders in the implementation framework includes charisma, inspiration, intellectual stimulation and individualized consideration. Conclusions: This study highlighted leaders in healthcare sector do practice some form of transformational leadership attributes. The application, however, is still limited and a leader has yet to utilize the whole spectrum of the transformational leadership model.

Integrated care systems and nurse leadership

2019 ◽  
Vol 24 (11) ◽  
pp. 538-542 ◽  
Author(s):  
Monica Duncan
Keyword(s):  
Transformational Leadership ◽  
Health Services ◽  
The Netherlands ◽  
Integrated Care ◽  
Models Of Care ◽  
Community Health Services ◽  
Leadership Model ◽  
Nurse Leadership ◽  
Care Systems

There will be significant changes to the way in which primary and community health services are provided in the wake of the NHS Long Term Plan published in January 2019. Community nurses are already preparing themselves for these changes by exploring models of care that are patient-centred and link to neighbourhood, place and system levels. This article discusses two examples of such models of care, the Buurtzorg and Embrace model, both from the Netherlands. Styles of leadership and associated development, both within nursing and on a multi-professional basis will be crucial to ensure success. This article outlines Alban-Metcalfe's engaging transformational leadership model as a potential platform to move to flatter, more diverse teams and collective leadership.

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