Identifying the optimal safety leader: a person-centered approach

PurposeThe research aimed to uncover leader profiles based on combinations of transformational (TFL), transactional (TAL) and passive leadership (PAL) and to examine how such constellations affect safety. Leader adaptability was tested as an antecedent of leader profiles.Design/methodology/approachUsing latent profile analysis, the effect of different leader profiles on workplace safety was investigated in two survey studies.FindingsIn total, four leader profiles emerged: “active,” “stable-moderate,” “passive-avoidant” and “inconsistent” leader. A stable-moderate leader profile was identified as the optimal leader profile for safety performance. Leader adaptability was identified as a predictor of leader profile membership.Practical implicationsSafety leadership development should focus on training managers in optimal combinations of leadership practices.Originality/valueThe research calls into question the existence of a transformational or transactional leader. The findings suggest that higher frequency of leadership practices is not always more beneficial for workplace safety.

PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN KEPEMIMPINAN TRANSAKSIONAL TERHADAP KOMITMEN ORGANISASI DENGAN ORGANIZATION CITIZENSHIP BEHAVIOR SEBAGAI VARIABEL INTERVENINGPADA SEKRETARIAT DPRK BIREUEN

This study aims to determine how much influence the Tranformational Leader and Transaktional Leader throuch Organization Citizenship Behavior (OCB) and its impact on the employee Organization Commitment of Sekretarit DPRK of Bireuen District.The data used in this reseach is primer data with 70 responden. Analisis methode using path analisys withStatistical Pacge for for Social Science (SPSS). The result showed Transformational Leader and Transactional Leader affect on Ornazational Commitment. Organizational Citizenship Behavior (OCB) have significant positive effect on Ornizational Commitment. Ornagizational Citizenship Behavior (OCB) of mediated transformational commitment and Organizational Citizenship Behavior (OCB) fully mediates transformasional relationships toward organizational commitment. Keyword : Transformational Leaders, Transactional Leaders and Employee Performance, Organization Citizenship Bihaviour

Leader Behavior Expectations from a Gender Perspective: An Extension of the LEAD Study in Mexico

The underrepresentation of women in leadership roles in Mexico is well-documented. This quantitative research was designed to measure female and male participant expectations of effective leaders. Podsakoff et al.’s (1990) scale of transformational and transactional leader behaviors was used. Factors analyses and t-tests were conducted. The results suggest that female and male participants attribute similar levels of importance to the role of the leader in inspiring a shared vision among followers. The results also suggest that women in the sample attribute less importance to working across organizational boundaries and setting high performce expectations than men in sample. Limitations, implications, and future research are discussed.

Followers' Perception of Leadership Style, Organizational Commitment and Regulatory Focus, Moderated by Organizational Types

Research hypotheses assumed that a positive connection would be found between transformational leadership, on one hand, and affective commitment and focus on promotion, on the other. It was also assumed that this connection would be stronger in coercive organizations. Furthermore, the research hypotheses assumed there would be positive connections between transactional leadership, on one hand, and continuance commitment and focus on prevention, on the other; stronger in utilitarian organizations. 82 employees of coercive organizations and 80 employees of utilitarian organizations participated in this study using the MLQ questionnaire, an organizational commitment questionnaire, and a regulatory focus questionnaire. It was found that the more a leader is perceived by followers as having a transformational style, the more followers will feel affective commitment toward the organization and the more they will focus on promotion and successes. Moreover, the more a leader is perceived as a transactional leader followers will feel more continuance commitment and be more focused on preventing failures. The moderation model by type of organization was confirmed. Difference between the connections noted above in coercive organizations as compared to utilitarian organizations was found.

Transformational and Transactional Leadership Behaviours and their Effect on Knowledge Workers' Propensity for Knowledge Management Processes

This paper seeks to raise the question as to why knowledge management (KM) initiatives adopted by organisations fail to achieve the intended outcomes. Based on literature, it is argued, first, that internal leadership is the most critical antecedent which leads knowledge workers (KWs) propensity to engage in KM processes and second, that, transformational and transactional leader behaviours are the key predictors of KM propensity. Consequently, four types of transformational leader behaviours and two types of transactional leader behaviours are conceptualised as energisers of KWs propensity to KM processes and thus bring the KM success. Accordingly, the paper extends current understanding of the association between KM and leadership considering the specific leader behaviours in both transformational and transactional leadership theory where neither the KM nor the leadership field provides a detailed explanation of specific leader behaviours.

Relationships among applications of tacit knowledge and transformational/transactional leader styles

Purpose – The purpose of this paper is to examine intercorrelational relations among the self-report behavioral construct Multifactor Leadership Questionnaire (MLQ) 5X transformational and transactional subscales and the Tacit Knowledge for Military Leaders Inventory (TKML) leader-level specific situational judgment test scenarios. Design/methodology/approach – In total, two leadership measures, the behavioral construct MLQ and the cognitive construct TKML assess different aspects of how a leader functions and were administered to 125 active US Army officers representing three leader levels: platoon, company, and battalion. The authors examine the intercorrelational relationship between these two measures. Findings – Results show a correlational pattern that contours the evolution of a leader’s skills (from novice platoon leader to expert battalion leader), with the strongest correlation at the higher leader levels. Research limitations/implications – The decision to restrict the number of TKML scenarios provided to respondents and to administer the MLQ and TKML to the same sample is considered a limitation. Practical implications – Pairing the MLQ and TKML makes use of self-reported leader behaviors with maximal assessment scales that directly assess respondents’ understanding of what the best approaches to good leadership are. Social implications – Response patterns from both measures permits direct counseling on the misconceptions about leadership to create better leaders. Originality/value – No previous research has examined correlative relations among the scales/subscales of the MLQ and TKML.

Relative Importance of Leader Influences for Subordinates’ Proactive Behaviors, Prosocial Behaviors, and Task Performance

We meta-analytically examine the relationships between three forms of leader influence, contingent reward (transactional), leader-member exchange (LMX; relational), and transformational (change-oriented) on subordinates’ proactive behaviors. Using non-self-reported data from a combined sample of more than 9,000 employees, we confirm positive relationships between leader influences and employee proactive outcomes. We examine the extent to which one leadership influence is stronger than the others in promoting subordinate proactivity. By combining our new meta-analytic data with existing meta-analytic correlations, we further investigate the extent to which various leadership predictors are differentially related to proactive and prosocial contextual performance, and to task performance. For all outcomes, there are only minimal differences between the contingent reward, LMX, and transformational leadership predictors. Using our results, we propose future research directions for the relationship between leader influences and subordinate work effectiveness.