scholarly journals Role of University Principals’ Leadership Strategies on Teachers’ and Management Performance: Mediating Role of Support and Rewards in Australia and Pakistan

2020 ◽  
Vol 10 (2) ◽  
pp. 145
Author(s):  
Urooj Fatima ◽  
Junchao Zhang ◽  
Daniyal Khan
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Role ◽  
Leadership Strategies ◽  
Leadership Qualities ◽  
Staff Members ◽  
Mediating Role ◽  
Management Staff ◽  
Leadership Approaches

Leadership strategies of principals in educational institutes is considered an important factor in order to increase support and rewards. Universities in Pakistan suffer from the problems of low support and rewards, due to which most of the teachers and management staff members remain dissatisfied with their principals. This study investigated whether transformational or transactional leadership is better for providing support and rewards to teachers and management staff, along with evaluation of principles’ leadership qualities. For that, 5-point Likert scale questionnaire was utilised to assess the performance of principals by investigating 75 management and 75 teachers of 3 universities of Pakistan. Critical review approach was used for comparison between Pakistan and Australia. It was found that transformational leadership is much better as compared to transactional leadership, because it improves interaction and support, as observed in Australia. However, teachers and management staff members in Pakistan reported dissatisfaction, when asked about leadership role of their principals. They said that their principals never motivate them, support them nor reward them in contrast to leadership approaches in Australia.

scholarly journals Effect Of Leadership Style On The Behavior Employees With The Organization A Political Variable As Mediation (Studies On The Banks BRI In Madiun)

2013 ◽  
Vol 9 (2) ◽  
Author(s):  
Herman Ahmadi
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Positive Influence ◽  
Leadership Role ◽  
Political Organization ◽  
Role Behavior ◽  
Transactional Leadership Style ◽  
Transformational Leadership Style

The aim this study is to analyze the effect of leadership style (transformational and transactional) on employee behavior (in-role and extra-role), which mediated a political organization. The sample is 120 employees of Bank BRI in Madiun, a random sampling technique based on stem number of employees. Data analysis using SEM with LISREL program. The results of this study indicate that 1) Transformational leadership style has positive influence on behavior in the role of employees, 2) Transformational leadership style has no effect on extra-role behavior (Organizational citizenship behavior, OCB), 3) Transactional leadership style did not affect employees' behavior in role , 4) Transactional leadership style has positive influence on OCB behaviors (extra-role) of employees, 5) Transformational leadership style has positive influence on employees 'political organization, 6) Transactional leadership style has positive influence on employees' political organization, 7) Political organization negatively affect the behavior in the role of employees, 8) Political organization negatively affect the behavior of OCB (extra-role) of employees, 9) Political organization to mediate the influence of transformational leadership behaviors in the role of employees, 10 Political organizations mediate the influence of transformational leadership on OCB behavior (extra-role) employees, 11) Political organization to mediate the effect of transactional leadership role behavior in employees, and 12) Political organization to mediate the influence of transformational leadership on OCB behaviors (extra-role) of employees at Bank BRI in Madiun.Keywords: Transformational leadership style, Transactional Leadership Style, Political Organization, in-role behavior, extra-role behavior, and OCB

scholarly journals Impact of Leadership Style on Organization Commitment: In A Mediating Role of Employee Values

2011 ◽  
Vol 3 (2) ◽  
pp. 145-152 ◽  
Author(s):  
M. Suleman Sabir ◽  
Muhammad Asif Khan .
Keyword(s):  
Transformational Leadership ◽  
Empirical Evidence ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Organization Culture ◽  
Organization Commitment ◽  
Mediating Role ◽  
Employee Values ◽  
Theoretical Evidence

This paper aims to how leadership ship style effects the organization commitment of the employees, when the organization culture is reflecting the employee’s values in the organization. This paper is a conceptual based paper which gives theoretical evidence to support the idea. The paper also gives a brief overview of transactional leadership and transformational leadership. The results of the paper suggest that the leadership style is a strong dimension of organization commitment when organization culture of the organization represents the employees’ values in the organization. Employees are more satisfied if the organization will meet their expectations which are the part of that organization culture, so they are more committed with the organization. The paper is not giving any empirical evidence of the model. Further studies can be carried out by replacing transactional leadership with servant leadership.

scholarly journals Transactional and Transformational Leadership Styles as Predictors of Employee Performance During the Covid-19 Crisis and the Mediating Role of Organisational Culture

2021 ◽  
pp. 39-51
Author(s):  
Tsabitah Ramadhanti ◽  
Jugindar Singh Kartar Singh ◽  
Janitha Kularajasingham
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Employee Performance ◽  
Organisational Culture ◽  
Primary Data ◽  
Mediating Role ◽  
The Impact

The purpose of this study was to examine the impact of transformational and transactional leadership styles on employee performance. The mediating role of organisational culture was also examined. This quantitative study utilised a survey approach to collect primary data from 165 respondents engaged in the private sector in Jakarta, Indonesia. The data was collected during the Covid 19 pandemic. Structural equation modelling using Smart Pls was used to analyse the data. The data analysis showed that only transformational leadership behaviour had a strong and significant impact on employees’ performance. However, the impact of transactional leadership on employee performance was not significant. In addition, the organisational culture had an indirect effect on employee’s performance. The practical implications suggest that leaders should adopt transformational leadership to inspire and motivate employees. Transformational leaders must develop the inner agility to resolve problems by being open-minded, flexible and adopt best practices. This study provided new insights from the theoretical perspective, and the findings were consistent with the transformational leadership model. From an originality perspective, this study found that organisational culture mediates the relationship between leadership styles on employee performance.

Psychological identification with job: a leadership-OCB mediator

2019 ◽  
Vol 27 (3) ◽  
pp. 548-565
Author(s):  
Kwasi Dartey-Baah ◽  
Seth Ayisi Addo
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Job Involvement ◽  
Content Type ◽  
Mediating Role ◽  
Transformational And Transactional Leadership ◽  
Formal Requirements

Purpose This study aims to examine influence of transformational and transactional leadership styles on employees’ organisational citizenship behaviours (OCBs), as well as the mediating role of job involvement in the Ghanaian hospitality industry. Design/methodology/approach Data were gathered from 258 employees in some selected hotels and restaurants in the Greater Accra Region of Ghana through a survey and analysed using covariance-based structural equation modelling. Findings The results indicated that both leadership styles influenced employees’ OCBs positively. Furthermore, job involvement positively influenced OCB and mediated between transformational leadership and OCB but not between transactional leadership and employees’ OCBs. Practical implications The study reaffirms the importance of employees’ OCBs and recommends that hotels and restaurants must encourage their supervisors to exhibit more transformational leadership behaviours (motivational, inspirational and visionary behaviours), as well as a combination of transformational and transactional leadership behaviours which can influence their employees to go beyond formal requirements, and get more involved in their jobs to the benefit of the organisations. Originality/value This study reveals the extent to which internal motivations of employees, specifically their job involvement, causes their extra-role behaviours and influences the leaders–OCB relationships from a developing country perspective.

scholarly journals Leadership Style and Business Performance in Nepali SMEs: The Mediating Role of Entrepreneurship Orientation

2020 ◽  
Vol 3 (1-2) ◽  
pp. 1-17
Author(s):  
Samundra Paudel
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Business Performance ◽  
Academic Research ◽  
Leadership Performance ◽  
Mediating Role ◽  
Transactional Leadership Style ◽  
The Relationship

 Leadership and entrepreneurship, and their effects on business performance are major issues in contemporary academic research as they are linked with economic development of a nation. However, relatively only a few studies have been carried out on the relationship among these three variables with even less attention paid to entrepreneurship orientation (EO) serving as a mediator in leadership-performance relationship. This study firstly tested the relationship between leadership style and business performance and then analyzed the mediating role of EO between them in the Nepali SMEs. The study utilized 188 responses collected from business owners in Pokhara, Nepal. Findings suggest that transformational and transactional leadership style as well as EO exert significant positive influence over business performance. The study indicates that transformational leadership is stronger predictor of EO and business performance than transactional leadership style. It also found that EO mediates transformational leadership-performance relationship. The implications, limitations, and suggestions have been identified and discussed.

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