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Journal ArticleDOI

Transformational and transactional leadership effects on teachers' job satisfaction, organizational commitment, and organizational citizenship behavior in primary schools: The Tanzanian case

01 Jun 2006-School Effectiveness and School Improvement (SCHOOL EFFECTIVENESS AND SCHOOL IMPROVEMENT)-Vol. 17, Iss: 2, pp 145-177
TL;DR: This paper examined the effects of transformational and transactional leadership on teachers' job satisfaction, organizational commitment, and organizational citizenship behavior in the context of schools in a specific developing country context, that of Tanzania.
Abstract: This article examines the effects of transformational and transactional leadership on teachers' job satisfaction, organizational commitment, and organizational citizenship behavior in the context of schools in a specific developing country context, that of Tanzania. It does so by testing a model of such effects using a set of data collected from a sample of Tanzanian primary school teachers. Regression analyses show transformational leadership dimensions to have strong effects on teachers' job satisfaction, organizational commitment, and organizational citizenship behavior. Transformational leadership had significant add-on effects to transactional leadership in prediction of job satisfaction, organizational commitment, and organizational citizenship behavior. Job satisfaction appears to be a mediator of the effects of transformational leadership on teachers' organizational commitment and organizational citizenship behavior. Implications and directions for future research are discussed.
Citations
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01 May 1997
TL;DR: Coaching & Communicating for Performance Coaching and communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities as mentioned in this paper.
Abstract: Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

4,935 citations

01 Jan 1999
TL;DR: This paper examined the effects of vision content, delivery and organizational performance on perceptions of leader charisma and effectiveness on 304 undergraduates who were presented videotaped speeches by a bogus CEO of a software company.
Abstract: This study examined the effects of vision content, delivery and organizational performance on perceptions of leader charisma and effectiveness. Subjects included 304 undergraduates who were presented videotaped speeches by a bogus CEO of a software company. A 2 × 2 × 2 design was employed in which message content (visionary/non-visionary), delivery (strong/weak), and organizational performance (high/low) were manipulated. A modified, 7-item version of Meindl and Ehrlich's (1988) Romance of Leadership Scale (RLS-D) served as a covariate. A MANCOVA analysis indicated significant effects of delivery, content, and organizational performance on both perceived leader charisma and effectiveness. The RLS-D was unrelated to either dependent variable as a covariate. The results suggest that strength of delivery is an especially important determinant of perceptions' of leader charisma and effectiveness. Although speech content and organizational performance cues likewise accounted for variance in these perceptions, their effects were at times offset by those of delivery.

541 citations

Journal ArticleDOI
TL;DR: The authors examined the mediating effects of teacher efficacy by comparing two models derived from Bandura's social-cognitive theory, and found that transformational leadership would contribute to teacher commitment to organizational values exclusively through collective teacher efficacy.
Abstract: Transformational leadership researchers have given little attention to teacher expectations that mediate between goals and actions. The most important of these expectations, teacher efficacy, refers to teacher beliefs that they will be able to bring about student learning. This study examined the mediating effects of teacher efficacy by comparing two models derived from Bandura's social-cognitive theory. Model A hypothesized that transformational leadership would contribute to teacher commitment to organizational values exclusively through collective teacher efficacy. Model B hypothesized that leadership would have direct effects on teacher commitment and indirect effects through teacher efficacy. Data from 3,074 teachers in 218 elementary schools in a cross-validation sample design provided greater support for Model B than Model A. Transformational leadership had an impact on the collective teacher efficacy of the school; teacher efficacy alone predicted teacher commitment to community partnerships; and ...

504 citations

01 Jul 1973
Abstract: Abstract : A study is reported of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees. A longitudinal study was made across a 10 1/2 month period, with attitude measures collected at four points in time. For this sample, job satisfaction measures appeared better able to differentiate future stayers from leavers in the earliest phase of the study. With the passage of time, organizational commitment measures proved to be a better predictor of turnover, and job satisfaction failed to predict turnover. The findings are discussed in the light of other related studies, and possible explanations are examined. (Modified author abstract)

497 citations

References
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Journal ArticleDOI
TL;DR: This article seeks to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating the many ways in which moderators and mediators differ, and delineates the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena.
Abstract: In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators.

80,095 citations


"Transformational and transactional ..." refers methods in this paper

  • ...To test the mediation effects, a series of regression models were estimated, following a procedure as suggested by Baron and Kenny (1986)....

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  • ...To test the mediation effects, a series of regression models were estimated, following a procedure as suggested by Baron and Kenny ( 1986 )....

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  • ...As mentioned earlier, the mediation effects were tested, following a procedure as suggested by Baron and Kenny (1986)....

    [...]

Book
01 Jan 1991
TL;DR: In this article, the differences in the way strategists and their followers think are discussed, and practical solutions for those in business to help solve conflict between different groups are proposed, with a focus on how to find common problems which demand cooperation for the solution of these problems.
Abstract: Despite calls for better co-operation between countries and different cultures, there is still confrontation between people, groups and nations. But at the same time they are exposed to common problems which demand cooperation for the solution of these problems. This book helps to understand the differences in the way strategists and their followers think, offering practical solutions for those in business to help solve conflict between different groups.

16,894 citations


"Transformational and transactional ..." refers background in this paper

  • ...Hofstede (1991) showed that cultural differences exist between Tanzania and Western societies: Tanzania (East Africa) has a lower score on individualism and a higher score on power distance than Western countries like Canada, the US, and The Netherlands....

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  • ...Hofstede ( 1991 ) showed that cultural differences exist between Tanzania and Western societies: Tanzania (East Africa) has a lower score on individualism and a higher score on power distance than Western countries like Canada, the US, and The Netherlands....

    [...]

Journal ArticleDOI
TL;DR: For comments on an earlier draft of this chapter and for detailed advice I am indebted to Robert M. Hauser, Halliman H. Winsborough, Toni Richards, several anonymous reviewers, and the editor of this volume as discussed by the authors.
Abstract: For comments on an earlier draft of this chapter and for detailed advice I am indebted to Robert M. Hauser, Halliman H. Winsborough, and Toni Richards, several anonymous reviewers, and the editor of this volume. I also wish to thank John Raisian, Nancy Rytina, and Barbara Mann for their comments and Mark Wilson for able research assistance. The opinions expressed here are the sole responsibility of the author.

11,160 citations

Book
01 May 1985
TL;DR: In this paper, the authors review the book "Leadership and performance beyond expectation" by Bernard M. Bass, and present a review of the book and the book's methodology.
Abstract: The article reviews the book "Leadership and Performance Beyond Expectations," by Bernard M. Bass.

10,383 citations

Journal ArticleDOI
TL;DR: The Organizational Commitment Questionnaire (OCQ) as discussed by the authors ) is a measure of employee commitment to work organizations, developed by Porter and his colleagues, which is based on a series of studies among 2563 employees in nine divergent organizations.

8,144 citations


"Transformational and transactional ..." refers methods in this paper

  • ...Organizational Commitment was measured using the Organizational Commitment Questionnaire (OCQ) developed by Mowday et al. (1979)....

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