scholarly journals The Impact of a Simulation Based Leader Development Training Program on Transformational and Transactional Leadership Behavior

2009 ◽  
Author(s):  
◽  
Robin McCoy
Keyword(s):  
Training Program ◽  
Transactional Leadership ◽  
Leadership Behavior ◽  
Leader Development ◽  
Simulation Based ◽  
Transformational And Transactional Leadership ◽  
The Impact

scholarly journals Leadership Behaviour, Entrepreneurial Orientation and Organisational Performance in Malaysian Small and Medium Enterprises

2018 ◽  
Vol 11 (9) ◽  
pp. 37
Author(s):  
Azizah Hashim ◽  
Che Mohd Zulkifli Che Omar ◽  
Mohd Sahandri Gani Hamzah ◽  
Azmi Umar
Keyword(s):  
Organizational Performance ◽  
Transactional Leadership ◽  
Entrepreneurial Orientation ◽  
Small And Medium Enterprises ◽  
Leadership Behavior ◽  
Cross Sectional ◽  
Leadership Behaviour ◽  
Transformational And Transactional Leadership ◽  
The Individual ◽  
Medium Enterprises

The purpose of this paper is to discuss the organizational performance and entrepreneurial orientation of Malaysian Small and Medium Enterprises (SMEs). Literature has shown that leadership and entrepreneurial orientation are important for organizational performance but still inadequate. Thus, this investigation hopes to close this gap in the literature and contribute to a new understanding of relationships between leadership and organizational performance, and entrepreneurial orientation served as a mediator. This study comprised a sample of owners or managers in the manufacturing and service sectors of SMEs located in Kuala Lumpur and Selangor, as their largest representation of SME establishments and significant contributions to Malaysia economy. A cross-sectional research design was used to examine the relationships between leadership behavior, entrepreneurial orientation and organizational performance among SMEs. The respondent’s lists were sought from the SME Corp. Malaysia at http://www.smecorp.gov.my and http://www.smeinfo.com.my. Data were gathered based on a mailed questionnaire and personal administered questionnaires. The findings indicate that entrepreneurial orientation acted as a partial mediator in the relationship between leadership behavior and organizational performance. Transformational leadership and transactional leadership were found to have a significant relationship with entrepreneurial orientation and organizational performance of SMEs. An important implication of this research indicated that both transformational and transactional leadership behavior positively increased the individual outcome and lead to higher organizational performance.

scholarly journals Transformational Leadership Behaviors of High School Students’ According to Leisure Preferences and Participation Type

2018 ◽  
Vol 8 (4) ◽  
pp. 18
Author(s):  
Umit Dogan Ustun
Keyword(s):  
High School ◽  
Transformational Leadership ◽  
High School Students ◽  
Transactional Leadership ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Leisure Activities ◽  
Nonparametric Tests ◽  
School Students ◽  
Transformational And Transactional Leadership

This paper aimed to investigate the transformational leadership behavior of high school students according to leisurepreferences and participation type. 226 high school students attending Bursa Atatürk High School participated in thestudy voluntarily. In the study, to collect data transformational and transactional leadership scale developed byBaşoğlu (2013a) was revised and used. The construct validity of the scale assessed by confirmatory & explanatoryfactor analyzes. To investigate the differences between the participants' transformational leadership behavior KruskalWallis and Mann Whitney U nonparametric tests used. As a result, this study showed that students who chosephysical activities and who actively involved in leisure activities showed more transformational leadership than theother students.

Transformational and Transactional Leadership in Interuniversity Athletics Management

1996 ◽  
Vol 10 (3) ◽  
pp. 292-309 ◽  
Author(s):  
Alison J. Doherty ◽  
Karen E. Danylchuk
Keyword(s):  
Transactional Leadership ◽  
Leader Behavior ◽  
Leader Effectiveness ◽  
Athletic Administrators ◽  
Intellectual Stimulation ◽  
Athletic Department ◽  
Extra Effort ◽  
Idealized Influence ◽  
Transformational And Transactional Leadership ◽  
The Impact

This study examined the leader behavior of interuniversity athletic administrators according to Bass's (1985) transformational/transactional leadership model. The impact of that behavior on subordinates’ satisfaction with leadership, perceived leader effectiveness, departmental commitment, and extra effort was also examined. A sample of head coaches from Ontario universities (N= 114) completed the Multifactor Leadership Questionnaire (MLQ) Form 5X (Bass & Avolio, 1991) with regard to their athletic administrators. The resultant profile was one of predominantly transformational as opposed to transactional or nonleadership behavior. Furthermore, leader-centered behavior (idealized influence, attributed charisma) was used more often than subordinate-centered behavior (individualized consideration, intellectual stimulation). Coaches' satisfaction with leadership, perceived leader effectiveness, and extra effort were positively and strongly associated with transformational leadership and contingent reward behavior, whereas negative relationships were observed for management-by-exception (passive) and nonleadership behaviors. Leader behavior was not associated with the coaches' commitment to the athletic department.

A Jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance

2016 ◽  
Vol 35 (5) ◽  
pp. 681-705 ◽  
Author(s):  
Ra'ed Masa'deh ◽  
Bader Yousef Obeidat ◽  
Ali Tarhini
Keyword(s):  
Transformational Leadership ◽  
Firm Performance ◽  
Job Performance ◽  
Knowledge Sharing ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Content Type ◽  
Transformational And Transactional Leadership ◽  
The Impact

Purpose – Knowledge sharing adoption has been considered as a significant practice for organizations. However, there is a modest empirical confirmation to indicate how these organizations value the richness of their knowledge capabilities. The purpose of this paper is to investigate both transformational and transactional leadership styles that influence employees’ knowledge sharing practices, and the impact of the latter on job performance, and then on firm performance. Design/methodology/approach – Data collected from 179 employees at the higher council of youth in Jordan were empirically tested using structural equation modelling. Findings – The findings revealed that both transformational and transactional leadership styles have significant impact on job performance, and the latter on firm performance. Also, it was found that transactional leadership impacted knowledge sharing, whereas transformational leadership did not. Originality/value – This research proposes a new approach to understand knowledge sharing adoption, and outlines some theoretical and managerial implications of the findings.

The Effect of Transformational and Transactional Leadership on Employee Negative Behavior Mediated by Work Stress

2021 ◽  
Vol 2 (1) ◽  
pp. 368-376
Author(s):  
Valentina Happy Vanesa
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Work Stress ◽  
Negative Impact ◽  
Positive Impact ◽  
Negative Behavior ◽  
Indirect Impact ◽  
Transformational And Transactional Leadership ◽  
The Impact ◽  
Negative Behaviour

The objectives of this research was analyzed the effect of transactional leadership  on work stress , the effect of transactional leadership  on employee negative behavior, the effect transformational leadership on work stress, the effect of transformational leadership on employee negative behavior, and the effect of positively work stress on employee negative behavior. This research also analyzed the impact of transformational and transactional leadership on employee negative behaviour through work stress. The population of this study consist  of two hundred employees PT. X Jakarta as the respondents provided the data that were analyzed for this study. Using the sub-set of the sampling consisting of was used to test five hypothesized relationship in the model. Data analysis in this research was used Structural Equation Model (SEM) to test independent variables influence the dependent variable. The result of this research conclude that there is positive impact from transactional leadership on work stress and negative impact from transformational leadership on work stress. The result of the study also revealed that theres in and positive indirect impact from transactional leadership on employee negative behaviour through work stress and negative  indirect impact from transformational  leadership on employee negative behaviour through work stress.

CEO transformational and transactional leadership and organizational innovation

2016 ◽  
Vol 54 (7) ◽  
pp. 1542-1568 ◽  
Author(s):  
Bhaskar Prasad ◽  
Paulina Junni
Keyword(s):  
Transactional Leadership ◽  
Organizational Innovation ◽  
Leadership Behavior ◽  
Chief Executive ◽  
Environmental Dynamism ◽  
Content Type ◽  
Ceo Leadership ◽  
The Usa ◽  
Transformational And Transactional Leadership

Purpose – Organizational innovation is critical for firm competitive advantage. Yet, we do not know enough about the relationship between leadership and organizational innovation. The purpose of this paper is to examine the influence of chief executive officer (CEO) transformational and transactional leadership on organizational innovation. The authors examine the moderating role of environmental dynamism. Design/methodology/approach – The authors collected survey-based data from top management team members in 163 companies in services, construction, manufacturing and other industries in the USA. The authors used multiple regression analyses to test the study hypotheses. Findings – The empirical findings indicate that CEO transformational and transactional leadership behaviors positively influence organizational innovation. However, organizations benefit more from transformational leadership in dynamic environments. Originality/value – This study highlights the role of CEO leadership behavior in the pursuit of organizational innovation. Significantly, the study shows that both transformational and transactional leadership can enhance organizational innovation. However, their effectiveness is contingent on environmental dynamism. This contributes to the firm innovation literature by clarifying how specific types of CEO leadership influence organizational innovation in different environmental conditions.

scholarly journals The Role of Transformational and Transactional Leadership as Predictors of Organizational Citizenship Behavior in Education System

2021 ◽  
Vol 5 (1) ◽  
pp. 56-62
Author(s):  
Alaa S. Jameel ◽  
Sameer S. Hamdi ◽  
Aram H. Massoudi ◽  
Abd Rahman Ahmad
Keyword(s):  
Transactional Leadership ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Secondary School Teachers ◽  
Citizenship Behavior ◽  
Equal Distribution ◽  
Transformational And Transactional Leadership ◽  
Transactional Leadership Style ◽  
The Impact

The purpose of this study is to investigate the impact of Transformational and Transactional Leadership on Organizational Citizenship Behaviors (OCBs) among secondary school Teachers. The survey conducted among Teachers in Eight Secondary schools located in the Heet City of Iraq. The study utilized the questionnaire as a tool to collect the data. Likewise, the study employed a stratified technique sample due to the different number of teachers in each school. However, to ensure equal distribution, the stratified technique was more suitable for this study. 174 valid questionnaires analyzed by analysis of moment structures (AMOS). The results indicated both leadership style, Transformational and Transactional had a positive and significant impact on OCBs. However, the results showed that transformational leadership more essential to enhance the OCBs among teachers than the Transactional leadership style.

Negative mood and employee voice: The moderating role of leadership

2020 ◽  
Vol 48 (1) ◽  
pp. 1-10
Author(s):  
Qihua Zhang ◽  
Haihua Hu ◽  
Chengjun Wang
Keyword(s):  
Transactional Leadership ◽  
Evaluation System ◽  
Leadership Behavior ◽  
Negative Mood ◽  
Management Strategies ◽  
Employee Voice ◽  
Transformational And Transactional Leadership ◽  
Moderating Role ◽  
Prohibitive Voice

We applied mood-as-information theory to investigate the effect of negative mood on prohibitive and promotive employee voice, and the moderating role of transformational and transactional leadership styles in this relationship. We recruited a paired employee–supervisor sample, comprising 48 supervisors who rated their employees' promotive and prohibitive voice, and 224 employees who completed measures of negative affect and their supervisors' transformational and transactional leadership. Our results showed that negative mood enhanced prohibitive voice but reduced promotive voice. Further, transformational leadership weakened the effect of negative mood on voice, whereas transactional leadership reinforced this effect. The research results provide a solid theoretical basis for managers to manage their negative mood by changing their leadership behavior, and provide a new perspective for leaders to develop employee management strategies, and develop an objective and impartial evaluation system based on the intuitive external behaviors of employees.

Sign in / Sign up

Export Citation Format

Share Document