scholarly journals Transformational Leadership Style and Self-Efficacy among Teaching Professionals

2017 ◽  
Vol 4 (2) ◽  
Author(s):  
Rajnee Sharma ◽  
Dr. Shalini Singh
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Self Efficacy ◽  
Multifactor Leadership Questionnaire ◽  
Total Sample ◽  
School Teachers ◽  
Idealized Influence ◽  
Multifactor Leadership ◽  
Transformational Leadership Style ◽  
The Relationship

Our education system has been remoulding rapidly because of modernization. Transformational leadership style leads to favourable changes in those who follow. These leaders put in maximum efforts to increase the level of follower’s awareness for valued outcomes by expanding and elevating their needs and encouraging them to transcend their self-interests. Transformational leadership plays pivotal role in promoting and managing school development by influencing the self-efficacy of teachers. Self-efficacy is one of the four major components of positive psychological capital .School is the first and foremost important platform of education. The present paper makes an attempt to study the relationship between transformational leadership style of principal and self-efficacy of school teachers. For this, a total sample of 120 (n=20 school principals having minimum 7-8yrs. experience and n= 100 school teachers having minimum 5yrs.experience of senior classes) were taken. The ratio was 1:5 (1 principal and 5 teacher from the same school). The scores of 1 principal were assigned to 5 teachers. Teacher self-efficacy scale by Schwarzer, Schmitz and Daytner and Multifactor Leadership Questionnaire by Bass and Avolio were used to measure the above variables. The data were analysed with the help of Correlation and Regression technique. Obtained findings revealed the positive correlation of idealized influence, individualized consideration, contingent reward, management-by-exception and laissez-faire leadership with self-efficacy.

scholarly journals Gaya Kepimpinan Transformasi dan Efikasi Kendiri dalam kalangan Pemimpin

2021 ◽  
Vol 13 (2-2) ◽  
Author(s):  
Hafiqah Mohd Hairuddin ◽  
Halimah Mohd Yusof ◽  
Rabeatul Husna Abdull Rahman
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Self Efficacy ◽  
Quantitative Methods ◽  
Pearson Correlation ◽  
Multifactor Leadership Questionnaire ◽  
Empirical Support ◽  
Multifactor Leadership ◽  
Transformational Leadership Style ◽  
The Relationship

  The purpose of this study is to identify the relationship between transformational leadership style and self-efficacy among leaders. Eighty leaders at a government agency in Johor Bahru were involved as the respondents. Quantitative methods were used for this study by using a set of 25-item questionnaires on transformational leadership style and self-efficacy. The Multifactor Leadership Questionnaire (MLQ) founded by Bass and Avolio (1992) was used to measure the transformational leadership styles, while the self-efficacy scale developed by Chen, Gully and Eden (2001) were used to measure the respondents’ self-efficacy. Data were analysed using descriptive statistics and inferences by using the Statistical Package for Social Science (SPSS) version 21. Overall, the results showed that the transformational leadership style among the respondent is at moderate level. The findings also showed that the respondents' self-efficacy level is high. Meanwhile, the Pearson Correlation analysis showed that there is a moderate and positive relationship between the transformational leadership style and leader’s self-efficacy. In conclusion, it was found that the transformational leadership style is related to leader’s self-efficacy. This findings from this research can be used as an empirical support for future studies in the leadership and self-efficacy field among leaders in government agencies di Malaysia.

A preliminary study: perceived transformational leadership and work engagement within the South African army

2019 ◽  
Vol 38 (1) ◽  
pp. 53-68 ◽  
Author(s):  
James Dibley ◽  
Rian Viviers ◽  
Llewellyn Ellardus van Zyl
Keyword(s):  
Transformational Leadership ◽  
South African ◽  
Leadership Style ◽  
Work Engagement ◽  
Multifactor Leadership Questionnaire ◽  
The South ◽  
Multifactor Leadership ◽  
Individual Consideration ◽  
Transformational Leadership Style ◽  
The Relationship

The objective of the study is to determine the relationship between the perceived transformational leadership styles of officers (as perceived by their followers) and their followers’ levels of work engagement. Followers (n=307) were identified in units of the South African Army. They completed the Utrecht Work Engagement Scale (UWES) and the Multifactor Leadership Questionnaire (MLQ) (Form 5X) for their specific leaders. Correlational analyses indicate significant correlations between the transformational leadership style of officers and their followers’ work engagement. A small amount of the variance in the work engagement outcomes can be predicted by transformational leadership. The findings suggest that there is a relationship between idealised influence (attributed) and vigour and dedication. Furthermore, individualised consideration was shown to relate to absorption within the South African sample. Idealised influence was found to predict some variance in vigour and dedication and individual consideration to predict some variance in absorption.

Swiss Armed Forces Militia System

2010 ◽  
Vol 69 (2) ◽  
pp. 83-93 ◽  
Author(s):  
Claudia Stadelmann
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Multifactor Leadership Questionnaire ◽  
Armed Forces ◽  
Extra Effort ◽  
Idealized Influence ◽  
Multifactor Leadership ◽  
Lower Ranking ◽  
Transformational Leadership Style ◽  
Positive Effect

This study examines the effects of transformational leadership on subordinates’ extra effort in the unique case of the Swiss Armed Forces’ militia system. The transformational leadership style of 201 superiors who were perceived as outstanding was examined in a first study using the German version of the Multifactor Leadership Questionnaire (MLQ-5X). Relationships of transformational leadership with subordinates’ extra effort were found to be differentially moderated by “command structure” depending on whether the subordinates were militia personnel or military professionals. For military professionals, all components of transformational leadership on the part of lower-ranking superiors had a positive effect on subordinates’ extra effort. For militia personnel, only the interaction between “command structure” and idealized influence increased subordinates’ extra effort. A second study of 51 platoon leaders supported the augmentation effect postulated by transformational leadership theory.

scholarly journals Leadership style and job satisfaction: A developing economy perspective

2013 ◽  
Vol 10 (4) ◽  
pp. 390-399 ◽  
Author(s):  
Jeevarathnam Parthasarathy Govender ◽  
Hari Lall Garbharran ◽  
Roland Loganathan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Multifactor Leadership Questionnaire ◽  
Satisfaction Questionnaire ◽  
Minnesota Satisfaction Questionnaire ◽  
Multifactor Leadership ◽  
The Relationship

Research has suggested a relationship between leadership style and job satisfaction. This paper examines this relationship in the context of a developing country, viz., South Africa. The objective of the paper is to assess the relationship between the two variables as well as the influence of biographical variables on leadership style and job satisfaction. The survey was based on the Minnesota Satisfaction Questionnaire and the Multifactor Leadership Questionnaire. The results suggest a significant correlation between the three leadership styles, viz., transformational leadership, transactional leadership and laissez-faire leadership, and job satisfaction. There were no significant differences between the biographical variables and the three leadership styles.

scholarly journals KEPEMIMPINAN TRANFORMASIONAL: DETERMINAN FAKTOR KINERJA KARYAWAN HOTEL HARPER PERINTIS BY ASTON DI KOTA MAKASSAR

2021 ◽  
Vol 2 (2) ◽  
pp. 56-62
Author(s):  
Ardiyansyah Goeliling ◽  
Sukmawati Marjuni ◽  
Miah Said
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Employee Performance ◽  
Total Sample ◽  
Test Method ◽  
Organizational Productivity ◽  
Quantitative Studies ◽  
Test Population ◽  
Transformational Leadership Style ◽  
The Relationship

Kinerja karyawan merupakan cerminan dari kinerja karyawan berkualitas tinggi dan rendah yang akan mendukung produktivitas organisasi. Jenis penelitian yang digunakan dalam penelitian ini adalah pendekatan kuantitatif. Studi kuantitatif digunakan untuk menguji sampel populasi dengan menganalisis metode uji n=Total Sampel L=N ukuran populasi, dan E= Tetapkan konstan atau persentase yang sesuai. Dengan hasil ini, karyawan memiliki masalah dengan kepemimpinan transformasional yang diawasi oleh karyawan Harper By Aston. Hubungan antara kepemimpinan transformasional dan kinerja karyawan diperkuat dari hasil analisis regresi. Hasil dari hasil tes berutang penurunan yang signifikan dalam kemungkinan kepemimpinan transformasional dalam kinerja 0104 dari kesalahan terkecil untuk Clea Rance ?=0,05. Employee performance is a reflection of high and low-quality employee performance that will support organizational productivity. The type of research used in this study is a quantitative approach. Quantitative studies are used to test population samples by analyzing the test method n = Total Sample L = N population size, and E = Set constant or the appropriate percentage. With this result, employees have a problem with the transformational leadership style that is supervised by Harper by Aston employees. The relationship between transformational leadership and employee performance is strengthened from the results of the regression analysis. The results from the test results owe a significant decrease in the likelihood of transformational leadership in the 0104 performance of the smallest error for Clea Rance ? = 0.05.

scholarly journals Does Transformational Leadership Style effect on Employee Commitment in the Aviation Industry?

2016 ◽  
Vol 11 (12) ◽  
pp. 163
Author(s):  
Nasser Assaf ◽  
Mohammad Al Qudah ◽  
Anas Bashayreh
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Employee Commitment ◽  
Aviation Industry ◽  
Online Surveys ◽  
Non Profit ◽  
The Public ◽  
Multifactor Leadership ◽  
Transformational Leadership Style ◽  
The Relationship

<span lang="EN-US">The purpose of this study is to examine the relationship between perceived transformational leadership style and employee commitment in Royal Jordanian Airlines (RJA). Leadership plays a significant role in all fields of life, including the public, private, and non-profit sectors. The effectiveness of a given leadership style can be appreciated and evaluated based on the level of commitment displayed by followers. Multivariate Analysis of Variance (MANOVA) is the research methodology employed in the RJA’s study. The study utilizes Free Online Surveys link which included the transformational leadership questionnaires part from the Multifactor Leadership Questionnaires (MLQ) and the Three Components Models (TCM) Questionnaires. Results of this study showed a significant relationship between the affective and continuance commitments with the transformational leadership style and insignificant relationship between the normative commitment and the transformational leadership style.</span>

scholarly journals The Behavioural And Personality Correlates Of Transactional And Transformational Leadership

2003 ◽  
Vol 1 (2) ◽  
Author(s):  
R. Huysamen ◽  
J. M. Schepers ◽  
J. Zaaiman
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Multifactor Leadership Questionnaire ◽  
Measuring Instruments ◽  
Positive Relation ◽  
Personality Correlates ◽  
Multifactor Leadership ◽  
Transformational Leadership Style ◽  
Transactional And Transformational Leadership

The article argues that there is a statistically significant positive relationship between leadership style and creativity. It was found that there is a higher statistically significant positive relation between transformational leadership style and creativity than between creativity and the other leadership styles. Creativity (fluency of thought and originality) can partially be accounted for by the Multifactor Leadership Questionnaire. To demonstrate this in the study, the researcher uses, firstly the Multifactor Leadership Questionnaire to identify leadership style, and secondly three measuring instruments that measure creativity. The argument is substantiated by the results of a statistical analysis of leadership style and creativity. OpsommingHierdie artikel argumenteer dat daar ’n statisities-beduidende positiewe verband bestaan tussen leierskapstyl en kreatiwiteit. Daar is bevind dat daar ’n hoër statisties-beduidende positiewe verband tussen transformasionele leierskapstyl en kreatiwiteit is as tussen kreatiwiteit en die ander leierskapstyle. Kreatiwiteit (vlotheid van denke en oorspronklikheid) kan gedeeltelik verklaar word deur die Veelfaktorleierskapvraelys (MLQ). Om dit te illustreer, gebruik die navorsers in hierdie studie die Veelfaktorleierskapvraelys ten einde leierskapstyl te identifiseer en tweedens drie meetinstrumente wat kreatiwiteit meet. Die argument word gesubstansieer deur die resultate van ’n statistiese ontleding van leierskapstyle en kreatiwiteit.

scholarly journals Influence of idealized influence on employee engagement in parastatals in the energy sector in Kenya

2019 ◽  
Vol 8 (5) ◽  
pp. 123-135
Author(s):  
Doris Change ◽  
Teresia Kavoo Linge ◽  
Damary Sikalieh
Keyword(s):  
Transformational Leadership ◽  
Employee Engagement ◽  
Leadership Style ◽  
Ethical Leadership ◽  
Linear Regression Analysis ◽  
Employee Motivation ◽  
Energy Sector ◽  
Idealized Influence ◽  
Transformational Leadership Style ◽  
The Relationship

Parastatals continue to experience difficulties in trying to achieve employee engagement. Consequently, governments have transitioned to the transformational leadership style to effectively achieve employee engagement. Nevertheless, it is still ambiguous whether the institution of transformational leadership style dimensions has boosted employee engagement levels in parastatals in Kenya. The objective of the study was to investigate the influence of idealized influence on employee engagement in parastatals in the energy sector in Kenya. Also, the study sought to determine the moderating influence of employee motivation on the relationship between idealized influence and employee engagement. This study targeted the 10 parastatals within the energy sector in Kenya with a population of 315 middle-level managers. The study adopted a positivist research philosophy to examine how idealized influence influences employee engagement and data were collected using structured questionnaires. A correlational research design was conducted with the purpose of determining the strength of the relationship between parameters of idealized influence and employee engagement in parastatals in the energy sector in Kenya. The findings showed that employee engagement has a statistical significant relationship with charisma, r(166) = 0.590, p < 0.01; ethical leadership, r(165) = 0.553, p < 0.01; teamwork, r(166) = 0.531, p < 0.01. Multiple linear regression analysis revealed that employee motivation positively and significantly moderates the relationship between idealized influence and employee engagement, R2= 0.405, F(2, 159) = 54.100, p <0.05, β = 0.225,  p < 0.05. The study concluded that charisma, ethical leadership, teamwork, and employee motivation positively enhance employee engagement.

scholarly journals Leadership Style, Organizational Performance, and Change Through the Lens of Emotional Intelligence

2018 ◽  
Vol 10 (1) ◽  
pp. 237-250
Author(s):  
Marisela Jiménez
Keyword(s):  
Emotional Intelligence ◽  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Research Study ◽  
Multifactor Leadership Questionnaire ◽  
Change Initiatives ◽  
Multifactor Leadership ◽  
Emotional Quotient Inventory ◽  
Transformational Leadership Style

Abstract Transformational leadership style and emotional intelligence are aiding managers’ performance. This study explained the influence that transformational style and emotional intelligence flexibility subscale have on organizational performance during change initiatives. Emotional intelligence and leadership theory represent the theoretical lens and framework in the research study. Emotional intelligence flexibility subscale was assessed with the Emotional Quotient Inventory 2.0 (EQi 2.0), and transformational style was assessed with the Multifactor Leadership Questionnaire (MLQ 5X). The study included a population of 180 managers from a nonprofit company in Texas, USA. Data collected were analyzed using multiple linear regression and Pearson correlational model to assess if a relationship existed between managers’ emotional intelligence flexibility subscale and transformational style. The results showed a relationship between the emotional intelligence flexibility subscale and the transformational style. This research study may be beneficial to leaders in all industries undergoing organizational change to apply emotional intelligence flexibility subscale and transformational leadership style during the implementation of change initiatives.

scholarly journals Taktik Pengaruh Dan Hubungannya Dengan Gaya Kepimpinan Pensyarah Institusi Pengajian Tinggi

2019 ◽  
Vol 3 ◽  
Author(s):  
Noor Asmahan Abdullah ◽  
Mua azam Mohamad
Keyword(s):  
Leadership Style ◽  
Multifactor Leadership Questionnaire ◽  
Educational Institution ◽  
Influence Tactics ◽  
Cross Sectional ◽  
Multifactor Leadership ◽  
Transactional Leadership Style ◽  
Transformational Leadership Style ◽  
Relationship Of ◽  
The Relationship

Mastering the tactics of influence in leadership practices is important in able to impact the culture and relationships of fellow citizens in the organization. Hence, leaders need to know how to use appropriate tactics of subordinates to reduce conflict in leadership, especially in higher education. The purpose of this study is to identify the most frequently used influence tactics as well as to identify the relationship of influence tactics and leadership styles. This descriptive study  involve  sample of 150 polytechnic lecturers in Kelantan. The quantitative data of the study were collected by cross-sectional use of Influence Behavior Questionnaire and Multifactor Leadership Questionnaire. The findings show that soft influence tactics are most often used than hard influence tactics. The findings also show that the tactics of influence have a significant relationship with the transformational leadership style compared to the transactional leadership style and the laissez faire.  It is important for a leader of an educational institution to identify appropriate influence tactics based on the institutional situation and environment.

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