Transformational and transactional leadership styles, followers' positive and negative emotions, and performance in German nonprofit orchestras

2009 ◽  
Vol 20 (1) ◽  
pp. 41-59 ◽  
Author(s):  
Jens Rowold ◽  
Anette Rohmann
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Negative Emotions ◽  
Transformational And Transactional Leadership ◽  
And Performance ◽  
Positive And Negative Emotions

scholarly journals Military Leaders' Leadership Styles and Subordinates Hardiness Level: Can Transformational and Transactional Leadership Influence Soldier’s Hardiness?

2019 ◽  
Vol 3 (3) ◽  
pp. 26-36
Author(s):  
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Military Leaders ◽  
Post Test ◽  
Transformational And Transactional Leadership ◽  
Personality Hardiness ◽  
And Performance ◽  
The Military ◽  
Leadership Influence

In comparison with the western military setting, the absence of the study of leadership styles and personality hardiness in the Malaysian Army (MA) has been noticeable. Personality hardiness of the soldiers', and whether military transformational and transactional leadership provides a significant impact on soldier's hardiness level, is critical in a modern military environment in facing many unique challenges, due to the increase of forward deployment rate. As such, the present study examines the proposition that the military leader's leadership styles could enhance military subordinate's hardiness level, as conceptually suggested by previous research. This is employed via the use of an investigation of Experimental Vignette Methodology (EVM); pre-test and post-test collected data on soldiers' hardiness level, with the intervention of leadership paper vignettes which involved 169 participants for Experiment 1; (transformational leadership), and 143 participants for Experiment 2; (transactional leadership). Additionally, MLQ Form 6S was employed for transformational and transactional leadership, while DRS 15 was utilized to measure the hardiness level. The results from the two experiments found that transformational leadership significantly affected subordinate military hardiness, while transactional leadership had no influence on hardiness. Finally, the implications of the present findings are assumed to further facilitate further hardiness research in the Malaysian Army, with regards to subordinate’s commitment and performance.

scholarly journals The role of job satisfaction as a mediating variable on leadership styles to employee performance

2020 ◽  
Vol 16 (1) ◽  
pp. 54-65
Author(s):  
Siswanto Siswanto ◽  
Masyhuri Masyhuri ◽  
Ikhsan Maksum ◽  
Isnan Murdiansyah
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Employee Performance ◽  
Sampling Technique ◽  
Study Results ◽  
Transformational And Transactional Leadership ◽  
And Performance ◽  
Positive Effect

This research aims to analyze the influence of transformational and transactional leadership styles mediated by job satisfaction on performance. The study used a quantitative approach to testing between variables; the sample used in this study was 60 respondents at PT. Cendana Teknika Utama resulted from the dissemination of questionnaires and interviews. The sampling technique used is  saturated sampling. Analyze data using Smart-PLS. The results showed that transformational leadership harmed job satisfaction, transactional leadership had a positive effect on job satisfaction, and job satisfaction had no positive effect on performance. The results of the variable's influence on job satisfaction mediation on transformational and transactional leadership are different. Job satisfaction does not become a mediation variable for the influence of transformational leadership on performance. Nevertheless, job satisfaction becomes a mediation variable between transactional leadership influence and performance. The limitation of this study is that the number of respondents is too few. Several respondents in several companies expected to add to improve the generalization of the study results of the next study.

EFFECT OF LEADERSHIP STYLES ON FINANCIAL PERFORMANCE: MEDIATING ROLES OF EXPLOITATIVE AND EXPLORATORY INNOVATIONS CASE OF KNOWLEDGE-INTENSIVE FIRMS

2019 ◽  
Vol 23 (03) ◽  
pp. 1950020 ◽  
Author(s):  
SARRA BERRAIES ◽  
BELGACEM BCHINI
Keyword(s):  
Transformational Leadership ◽  
Financial Performance ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Quantitative Research ◽  
Transformational And Transactional Leadership ◽  
Knowledge Intensive ◽  
And Performance

The purpose of this research is to investigate the effect of transformational and transactional leadership styles on firms’ financial performance in a context of knowledge-intensive firms and the mediating role of exploitative and exploratory innovations in this relationship. To achieve this purpose, a quantitative research was conducted on 201 top executives working in knowledge-intensive firms in the context of an emerging country, namely Tunisia. The data analysis was performed via the structural equation modelling method. As a result, the empirical study revealed that the transformational leadership style is a key determinant of exploitative and exploratory innovations and firms’ financial performance. In this perspective, the two types of innovation partially mediate the link between transformational leadership and financial performance. However, transactional leadership affects only exploitative innovation. This original study offers a better understanding of the contribution of the transformational and transactional leadership styles on exploitative and exploratory innovations and the firms’ financial performance in a context of firms’ intensive knowledge. It offers a reading grid for managers of knowledge-intensive firms to better lead and identify key elements that may boost the firms’ innovation ambidexterity and performance.

scholarly journals Leadership Styles and Employee Engagement: A Field Study at a Qatari Public Corporation: الأنماط القيادية وتأثيرها على الانغماس الوظيفي: دراسة ميدانية في مؤسسة عامة قطرية

2021 ◽  
Vol 5 (22) ◽  
pp. 181-164
Author(s):  
Thamer M. Maharmeh Thamer M. Maharmeh
Keyword(s):  
Leadership Styles ◽  
Employee Engagement ◽  
Transactional Leadership ◽  
Online Survey ◽  
Leadership Skills ◽  
Simple Random Sample ◽  
Transformational Leaders ◽  
Public Corporation ◽  
Transactional Leaders ◽  
Transformational And Transactional Leadership

The current study explored the relationship between leadership styles and employee engagement in the case of a Qatari public corporation. Survey research method was used in the research. In order to meet the research objectives, an online survey questionnaire was developed and distributed to a simple random sample of 294 employees. Descriptive and analytical statistical techniques available in SPSS were used to analyze the data of the 125 returned surveys. The results of the current study revealed that: (1) about 75% of the respondents are engaged in their work, (2) employees perceive their supervisors as transformational leaders rather than transactional leaders. Nonetheless, employees perceive their supervisors as neither pure transformational leaders nor pure transactional leaders, (3) there is strong and positive correlation between employee engagement and both transformational and transactional leadership styles. However, the correlation between transactional leadership and employee engagement was stronger than the correlation between transformational leadership and employee engagement. Based on that it is recommended to: (1) encourage supervisors to mix both transformational and transactional leadership styles by considering the situation and the nature of the task assigned to employees, (2) take action to develop leadership skills and behaviors, (3) show recognition for employee contributions and efforts, (4) strengthen the relationships between employees and their supervisors. In conclusion, it is important to develop strategies and practices to enhance employee engagement. One of the key factors in doing so is the development of leadership styles and behaviours.

Do leadership styles promote ambidextrous innovation? Case of knowledge-intensive firms

2019 ◽  
Vol 23 (5) ◽  
pp. 836-859 ◽  
Author(s):  
Sarra Berraies ◽  
Syrine Zine El Abidine
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Least Squares Method ◽  
Intellectual Stimulation ◽  
Content Type ◽  
Idealized Influence ◽  
Transformational And Transactional Leadership ◽  
Knowledge Intensive ◽  
Exploratory Innovation ◽  
Ambidextrous Leadership

PurposeThe purpose of this study is to examine the effect of the transformational and transactional leadership styles and its sub-dimensions on exploitative and exploratory innovations. The authors deepened the analysis by highlighting the contribution of ambidextrous leadership on ambidextrous innovation.Design/methodology/approachThe conceptual model defined through a thorough review of the literature is tested empirically on a sample of 265 senior managers working in Tunisian knowledge-intensive firms (KIFs). A quantitative analysis is performed via a questionnaire. The analysis of the data collected is carried out using the partial least squares method.FindingsResults show that exploratory innovation is linked to transformational leadership and in particular to individualized consideration, intellectual stimulation and inspirational motivation. Moreover, exploitative innovation is promoted by transformational and transactional leadership styles and particularly by attributed idealized influence and contingent rewards. Also, ambidextrous leadership affects positively ambidextrous innovation.Originality/valueWhile little studies have investigated how the transformational and transactional leadership styles as constructs of second-order influence differently exploitative innovation and exploratory innovation, this research deepens the analysis by focusing on sub-dimensions of leadership styles that promote each type of innovation within KIFs. It also pioneers the investigation of the effect of ambidextrous leadership on ambidextrous innovation that has never been explored. This research provides important insights for leaders of KIFs and sheds the light on the key aspects of leadership that boost ambidextrous innovation.

scholarly journals Leadership Style and Gender: A Study of Spanish Cooperatives

2020 ◽  
Vol 12 (12) ◽  
pp. 5107
Author(s):  
Inocencia María Martinez-Leon ◽  
Isabel Olmedo-Cifuentes ◽  
MCarmen Martínez-Victoria ◽  
Narciso Arcas-Lario
Keyword(s):  
Sustainable Development ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Management Positions ◽  
Cooperative Firms ◽  
Transformational And Transactional Leadership ◽  
Development Goals ◽  
And Gender ◽  
Female President

The growing global need for social cohesion and sustainable development gives visibility to cooperatives because their principles help to achieve these objectives and the adoption of Sustainable Development Goals (SDGs). Among them, gender equality policies are in the forefront. This paper explains how cooperatives contribute to women’s professional opportunities and to balancing the presence of women in management positions. It analyzes the predominant leadership styles and gender differences in cooperatives with a sample of 114 cooperative firms. The results show that: (a) Both transformational and transactional leadership styles are widely used; (b) no significant differences in leadership styles between men and women exist; and (c) the composition of management teams results in significant leadership style differences. The transformational style is less often used in mixed teams with a male majority and a woman president, and most often used in homogeneous teams (made up of only men or only women). Transactional leadership is more frequently implemented in teams made up only of women than in mixed masculine teams with a female president. These findings identify women’s leadership styles in cooperatives, pointing out their difficulties and introducing innovative proposals for contributing to their success and the achievement of SDGs in cooperatives.

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