Relationship between Transformational Leadership Dimensions and Employee Engagement: A Mediating Mechanism of Emotional Intelligence

The mystery of what leaders can and ought to do in order to spark the best performance from their people is age-old. Until recently, no quantitative research has demonstrated which precise leadership behaviors yield positive results. This study takes much of the mystery out of effective leadership. The objective of this paper is to determine the level of prevalence of transformational leadership dimensions in private banks within the boundaries of KPK, Pakistan, and to evaluate whether emotional intelligence mediates between transformational leadership dimensions and Employee Engagement. Kenny’s contemporary approach to mediation was used to test the mediating effect of emotional intelligence. Our results reflect that with the exception of Idealized Influence dimension of transformational leadership remaining three dimensions inspirational motivation, intellectual stimulation, individualized consideration prevails within banking sector. Similarly, there is no direct relationship between transformational leadership dimensions and employee engagement, rather, this relationship is best explained by incorporating emotional intelligence in the model.

Devising Sustainable Growth in the Organisation through Digital Leadership

Modern organizations must respond to an increased pace of the workplace, and the nature of executives’ tasks is increasingly complex. We know that many leadership dimensions have a causal relationship with desirable organizational outcomes, and that the foundational pillars of leadership, such as shared values and vision, talent development, change management, and reward and recognition, will likely continue to drive these outcomes. However, how we lead in these areas is changing. This paper provides a comprehensive analysis of the contribution of studies on leadership and digitalization, identifying patterns of thought and findings across various social science disciplines, such as management and psychology. Specifically, the present article reviews the literature on how the advent of digital technologies has changed leaders and leadership roles.

INSTRUCTIONAL LEADERSHIP PRACTICES OF HEADS OF SENIOR HIGH SCHOOLS IN GHANA

A non-experimental survey was conducted to investigate the instructional leadership practices of senior high school heads in Ghana. Data were collected using a closed-ended Likert type items from a simple randomly selected sample of a defined population of school heads of senior high schools in Ghana. Data collected were analysed using rank-ordered means and independent samples test of differences of means. The study findings revealed that the school heads frequently adopt major key practices of instructional leadership. However, the school heads most frequently adopt the practice of communicating the school’s goals. The study further revealed that differences exist the frequency at which heads of high performing schools and those of non-high performing schools adopt instructional leadership dimensions of defining the school’s goals and promoting a positive school learning climate.

Leadership in times of COVID-19 pandemic: Context and language effects on perceptions of leaders as charismatic and entrepreneurs

In times of crisis because of the COVID-19 outbreak, leadership matters more than ever. Previous research focuses on leaders as charismatic and identity entrepreneurs. Little is known about the effect of the we-referencing language of political speeches (type of narrative) and the context (stability or crisis) of their communication on identity leadership dimensions. This paper reports a 2x2 design that addresses this theoretical lacunae. Factorial multivariate analysis of variance (Two-Way ANOVA) found significant interactions between narrative type and context on leaders’ identity entrepreneurship, charisma, perceived trust and collective helplessness. Hierarchical multiple regression identified predictors of charismatic leadership in context of stability and crisis with the narrative type consistently predicting perceptions of charisma. Significant indirect effects of identity entrepreneurship on charismatic leadership were found via narrative type, collective helplessness and perceived trust. The contextualisation of identity leadership processes and the importance of type of communicated narratives on perceptions and evaluations of leaders especially in times of crisis are discussed.

Correlates of conflict resolution across cultures

Conflicts are ubiquitous between individuals as well as between groups. Effective conflict resolution is essential for individual well-being and group functioning and often involves leadership dynamics. The evolutionary human sciences have suggested conflict resolution is shaped by psychological heuristics, norms, and ecology. There is limited empirical data, however, on conflict resolution across cultures. Using a cross-cultural database of 109 leadership dimensions coded from over 1,200 ethnographic texts from the eHRAF ethnographic database, exploratory analyses investigated correlates of conflict resolution. Results revealed greater evidence of conflict resolution among kin groups than political groups and greater evidence of within-group conflict resolution than between-group, which did not vary across subsistence strategies or group contexts, with two exceptions – military groups conflicts were biased towards between-group contexts and religious groups biased towards within-group contexts. The strongest predictors of conflict resolution services were other prosocial functions and included group representation and providing counsel, protection, and punishment, as well as qualities of interpersonal skills and fairness. Followers received social service benefits and reduced risk of harm. For leaders who resolve conflicts, status and social benefits were potential negative predictors. These results provide a comparative view of the correlates of conflict resolution, suggesting diversity across social contexts.

THE IMPACT OF STRATEGIC LEADERSHIP ON ORGANISATIONAL AMBIDEXTERITY AT THE KING ABDULLAH II DESIGN AND DEVELOPMENT BUREAU (KADDB)

This study aimed at identifying the impact of strategic leadership dimensions, such as defining strategic direction, investing strategic capabilities, and implementing balanced organisational supervision, on the organisational ambidexterity dimension at the King Abdullah II Design and Development Bureau (KADDB). The sample consisted of the directors at top and middle management at KADDB, totalling 92 directors. Further, a questionnaire was used as a tool for data collection through Google Forms for the convenience of data collection and edition. 86 valid questionnaires were retrieved before the analytical descriptive approach was used, and, following this, data analysation and hypotheses tests were carried out according to the descriptive statistic measures and statistical analysis program Smart PLS v. 3. The results indicated high relative importance of the strategic leadership and organisational ambidexterity at KADDB, and, notably, a statistically significant impact of strategic leadership was approved on organisational ambidexterity at KADDB at the significant level (P ≤ 0.05). This significant impact was approved for all the dimensions of strategic leadership except for the dimension ‘promoting human capital’. In light of the findings, the researchers recommended that KADDB should: improve organisational ambidexterity and its activities (exploration and exploitation) by organising special steering committees for this purpose within the business development department at KADDB; pay more attention to environmental scanning; balance the patterns of results-based monitoring and control; empower employees; and, finally, improve the current recruitment, promotion, and reward systems.

Transformational Leadership and Organizational Success: Evidence from Tertiary Institutions

This study examined the extent to which transformational leadership dimensions affect organizational success in tertiary institutions in Anambra State Southeast Nigeria. A cross-sectional research design was employed for this study. A total of 325 staff members from each university were surveyed in this study and the total number of employees was increased to (N) 650. However, 154 usable copies of the questionnaires were finally collected and are used in the analysis of data. Data were collected using a structured questionnaire. The questionnaire was tested for reliability by using Cronbach alpha to determine the internal consistency of the items. The study used expert judgment method to determine content validity. Pearson’s product moment correlation techniques were used to analyze the data at 5% level of significance. The results showed that transformational leadership dimensions and organizational success in the selected tertiary institutions had a strong positive and significant correlation. The study concluded that leadership is a critical success factor that can bring about changes in employees and universities as a whole. The study recommended that management at all levels in the universities should provide proper self-development plan and build teamwork to ensure continued optimism and enthusiasms within their employees.

Transformational Leadership and Organizational Success: Evidence from Tertiary Institutions

This study examined the extent to which transformational leadership dimensions affect organizational success in tertiary institutions in Anambra State Southeast Nigeria. A cross-sectional research design was employed for this study. A total of 325 staff members from each university were surveyed in this study and the total number of employees was increased to (N) 650. However, 154 usable copies of the questionnaires were finally collected and are used in the analysis of data. Data were collected using a structured questionnaire. The questionnaire was tested for reliability by using Cronbach alpha to determine the internal consistency of the items. The study used expert judgment method to determine content validity. Pearson’s product moment correlation techniques were used to analyze the data at 5% level of significance. The results showed that transformational leadership dimensions and organizational success in the selected tertiary institutions had a strong positive and significant correlation. The study concluded that leadership is a critical success factor that can bring about changes in employees and universities as a whole. The study recommended that management at all levels in the universities should provide proper self-development plan and build teamwork to ensure continued optimism and enthusiasms within their employees.

The influence of transformational leadership dimensions on intrapreneurial behaviour through mediators

The present study aimed to examine the direct impact of transformational leadership dimensions on employee strategic renewal behaviour and venture behaviour, and through a mediating role of job satisfaction and employee commitment to organizational change. The study sample consisted of 464 employees in different firm types in Ho Chi Minh city of Vietnam. The data is analysed using a structural equation model (SEM). The paper shows that dimensions of transformational leadership (namely intellectual stimulation, inspirational motivation, and individual consideration) have positive and significant influence employee strategic renewal behaviour and venture behaviour directly, and via job satisfaction and commitment to organizational change (affective commitment and normative commitment) as a moderating mechanism.