Showing papers on "Transactional leadership published in 2021"
Book•
09 Feb 2021
TL;DR: In this paper, the authors present a Leadership Epistemology for Academic Leadership: When You Understand, You Know What to Do, and when You Know what to Do is the Power of Reframing.
Abstract: Preface. About the Authors. Part I Leadership Epistemology: When You Understand, You Know What to Do. 1. Opportunities and Challenges in Academic Leadership. 2. Sensemaking and the Power of Reframing. 3. Knowing What You re Doing: Learning, Authenticity, and Theories for Action. Part II Reframing Leadership Challenges. 4. Building Clarity and Capacity: Leader as Analyst and Architect. 5. Respecting and Managing Differences: Leader as Compassionate Politician. 6. Fostering a Caring and Productive Campus: Leader as Servant, Catalyst, and Coach. 7. Keeping the Faith and Celebrating the Mission: Leader as Prophet and Artist. Part III Sustaining Higher Education Leaders: Courage and Hope. 8. Managing Conflict. 9. Leading from the Middle. 10. Leading Difficult People. 11. Managing Your Boss. 12. Sustaining Health and Vitality. 13. Feeding the Soul. Epilogue: The Sacred Nature of Academic Leadership. References. Name Index. Subject Index.
194 citations
TL;DR: In this paper, a meta-analysis of 209 independent (257 effect sizes) mainly cross-sectional studies (79%), involving 82,386 participants from 45 countries, was conducted to find correlations between servant, ethical, and transactional leadership and subordinate engagement.
Abstract: Leadership is frequently related to important organizational outcomes such as follower engagement. However, to date we have little insight into the degree to which this relation is contingent upon (a) types of leadership style and (b) national culture. These two issues are addressed in a meta-analysis of 209 independent (257 effect sizes), mainly cross-sectional studies (79%), involving 82,386 participants from 45 countries. The findings show that whereas abusive supervision was negatively associated with work engagement, several leadership styles (e.g., servant, empowering, ethical, and charismatic leadership) have positive correlations with subordinate engagement; some dimensions of national culture (e.g., gender egalitarianism, human orientation, performance orientation, future orientation, and power distance) moderate the leadership–employee engagement relationship. However, the correlations between servant, ethical, and transactional leadership and subordinate engagement are less likely to vary across national cultural characteristics. Notwithstanding the proliferation of leadership–employee engagement literature with more than 200 published articles, a strong reliance on cross-sectional designs have impeded it to gain any solid conclusions about causality due to endogeneity biases. We conclude by providing a detailed future research agenda and discussing how our results can stimulate future leadership research and inform practices with regards to leader development.
74 citations
TL;DR: In this paper, the effect of transformational vis-a-vis transactional supply chain leadership on firm performance has been investigated in the existing literature, but results remain mixed, and the authors provide a meta-analysis literature review to investigate this relationship.
69 citations
TL;DR: In this article, a systematic review was carried out on PubMed, CINAHL and Embase using the following inclusion criteria: impact of different leadership styles on nurses' job satisfaction; secondary care; nursing setting; full-text available; English or Italian language From 11,813 initial titles, 12 studies were selected Of these, 88% showed a significant correlation between leadership style and nurses’ job satisfaction.
Abstract: Healthcare organisations are social systems in which human resources are the most important factor Leadership plays a key role, affecting outcomes for professionals, patients and work environment The aim of this research was to identify and analyse the knowledge present to date concerning the correlation between leadership styles and nurses’ job satisfaction A systematic review was carried out on PubMed, CINAHL and Embase using the following inclusion criteria: impact of different leadership styles on nurses’ job satisfaction; secondary care; nursing setting; full-text available; English or Italian language From 11,813 initial titles, 12 studies were selected Of these, 88% showed a significant correlation between leadership style and nurses’ job satisfaction Transformational style had the highest number of positive correlations followed by authentic, resonant and servant styles Passive-avoidant and laissez-faire styles, instead, showed a negative correlation with job satisfaction in all cases Only the transactional style showed both positive and negative correlation In this challenging environment, leaders need to promote technical and professional competencies, but also act to improve staff satisfaction and morale It is necessary to identify and fill the gaps in leadership knowledge as a future objective to positively affect health professionals’ job satisfaction and therefore healthcare quality indicators
45 citations
TL;DR: Although transactional leadership is known to be the most common style of leadership in organizations, meta-analytic work has yet to fully uncover the relationship between transactional and non-transactional leadership.
44 citations
TL;DR: In this article, the authors developed and tested a model on how leadership styles and innovation capability influence green procurement and found that neither transformational nor transactional leadership styles influence green procurements, although they do influence innovation capability.
43 citations
TL;DR: In this article, the authors propose that consumer goals can be detected by comparing transactional vs. informational goals (e.g., transactional versus informational) in the decision-making process.
Abstract: As consumers move through their decision journey, they adopt different goals (e.g., transactional vs. informational). In this research, the authors propose that consumer goals can be detected throu...
39 citations
01 Feb 2021
TL;DR: Doi et al. as discussed by the authors focused on the degree of three specific forms of leadership (transformational leadership, transactional leadership, and leadership to be avoided) by members of the Senate of the University of Peloponnese.
Abstract: Objectives : Recently, due to special conditions that the global community is experiencing (Covid-19), there is growing interest in research in educational leadership, especially in higher education, which will create an environment embedded in a collaborative culture, open to improvements, testing, and often unexpected challenges. Among the different forms of educational leadership, transformational leadership is recognized as the most appropriate for application in higher education, as it focuses on the division of leadership among academics with different skills in order to manage in a collective way the range of leadership duties required in different contexts. Methods/Analysis : This view is also reflected in this research paper, which focused on the degree of three specific forms of leadership (transformational leadership, transactional leadership, and leadership to be avoided) by members of the Senate of the University of Peloponnese. Descriptive and inductive methods of statistical analyses were applied for the interpretation of results. Findings : Notably, the findings indicate that leadership outcome has a strong positive correlation with transformational leadership and negative correlation with passive-to avoid leadership, confirming that higher transformational leadership implies greater efficiency and satisfaction for employees. Novelty/Improvement : A high degree of passive leadership coexists with the corresponding negative degree of implementation of digital leadership. Doi: 10.28991/esj-2021-01252 Full Text: PDF
38 citations
TL;DR: In this paper, the authors investigated the most effective leadership style that enhances the employees' performance at the workplace and also evaluated the impact of leadership styles (Laissez-faire leaders).
Abstract: The study aimed to investigate the most effective leadership style that enhances the employees’ performance at the workplace and also evaluate the impact of leadership styles (Laissez-faire leaders...
29 citations
Book•
01 Nov 2021
TL;DR: A Leadership Primer for sport organizations is presented in this paper, with a focus on defining and defining leadership in sport and developing sport leaders of the future, as well as developing a culture of success.
Abstract: Part I. A Leadership Primer Chapter 1. Defining Leadership Chapter 2. Results, Relationships, and Responsibility Part II. Contemporary Thought in Leadership Applications for Sport Organizations Chapter 3. Emotional Intelligence and Leadership Chapter 4. Building a Culture of Success Chapter 5. Vision and Strategic Leadership Chapter 6. Complexity and Problem Solving Chapter 7. Change, Turnaround, and Crisis Leadership Chapter 8. Diversity Leadership Chapter 9. Globalization and Leadership Part III. Developing Sport Leaders of the Future Chapter 10. Leadership Learning and Development Chapter 11. Future Considerations.
27 citations
TL;DR: Sims et al. as mentioned in this paper examined whether women and men who were more skilled in one leadership style (servant, transformational, transactional, or passive avoidant) were better mentors and assessed if gender influenced leadership style or mentoring.
Abstract: Correspondence Cynthia Sims, Department of Educational and Organizational Leadership, College of Education, Clemson University, Clemson, SC 29634, USA. Email: cmsims@clemson.edu Abstract This study examined whether women and men who were more skilled in one leadership style—servant, transformational, transactional, or passive avoidant—were better mentors and assessed if gender influenced leadership style or mentoring. Faculty (n = 56) who were members of one of two cohorts, participated in leadership development programs focused on gender equity at a university in the southeast U.S. The study used a quantitative cross-sectional survey design and the units of analysis were individual program participants. Initial regression analysis revealed servant leadership was positively and statistically associated with mentoring and passive avoidant leadership was negatively and statistically associated with mentoring. Transformational and transactional leadership were not statistically associated with mentor competency. Gender was not found to be associated with leadership style or mentoring. Human Resource Development professionals and those who conduct gender equity and other leadership development programs should consider the benefits of servant leadership due to its gender-neutral style and synergistic ability to develop leaders as skilled mentors. DOI: 10.1002/hrdq.21408
TL;DR: In this paper, the authors present a survey of the state of the art in the field of bioinformatics and biomedicine, focusing on the effects of artificial intelligence.
Abstract: Article history: Received: June 27, 2020 Received in revised format: August 1
TL;DR: The authors argued that what will matter most to the future of the world is not levels of intelligence but rather how intelligence is deployed, and argued that we can distinguish between transactional and transformational deployments of intelligence.
Abstract: The late James Flynn, to whom this Special Issue is dedicated, suggested that what will matter most to the future of the world is not levels of intelligence but rather how intelligence is deployed. In this article, I argue that we can distinguish between transactional and transformational deployments of intelligence. Loosely following Flynn, I suggest that we need to pay much more attention to the latter rather than the former.
TL;DR: In this article, the authors investigated the relationship between transformational leadership and job satisfaction of hotel employees working on non-luxury hotels (3/4 star hotels) in Athens, Greece.
Abstract: This paper investigates the relationship between transformational leadership and job satisfaction of hotel employees working on non-luxury hotels (3/4 star hotels) in Athens, Greece. Although liter...
TL;DR: Despite the centrality of research concerning both ethics and leadership styles in education administration, our knowledge of the relations between them is limited as discussed by the authors, and the present study closes this gap.
Abstract: Despite the centrality of research concerning both ethics and leadership styles in education administration, our knowledge of the relations between them is limited. The present study closes this ga...
TL;DR: The concept of transformational creativity is introduced in this article, which is creativity that is deployed to make a positive, meaningful, and potentially enduring difference to the world, and it can be directed inward, outward, or both ways.
Abstract: This article introduces the concept of transformational creativity, which is creativity that is deployed to make a positive, meaningful, and potentially enduring difference to the world. Transformational creativity is compared to transactional creativity, which is creativity deployed in search of a reward, whether externally or internally generated. The article also discusses different kinds of transactional and transformational creativity. For example, some transactional creativity is inert, meaning that it never comes to fruition. Transformational creativity can be directed inward, outward, or both ways. The article also discusses pseudo-transformational creativity, which is offered by the creator as making the world a better place, when in fact its goal is to improve the lot of the person who is pseudo-transformationally creative. Many charismatic leaders are pseudo-transformational autocrats. It is concluded that, at this point in time, the world desperately needs the work of transformationally creative individuals.
TL;DR: In this paper, the mediating role of psychological meaningfulness and safety between leadership styles and employee commitment to service quality was examined, drawing on self-concept theory, and a total...
Abstract: This study examines the mediating role of psychological meaningfulness and safety between leadership styles and employee commitment to service quality (ECSQ) drawing on self-concept theory. A total...
TL;DR: In psychology, where a natural science epistemology holds sway, relationships between the researcher and the researched are usually hierarchical and transactional, bound in procedural and legal terms as discussed by the authors.
Abstract: In psychology, where a natural science epistemology holds sway, relationships between the researcher and the researched are usually hierarchical and transactional, bound in procedural and legal eth...
TL;DR: In this paper, a qualitative approach was adopted using semi-structured interviews with 20 Australian and 20 Malaysian university academics to investigate the relationship between relational and transactional psychological contracts and burnout and engagement experiences.
Abstract: Being aware of the interplay between an individual type of workplace psychological contract and burnout and engagement experiences is relevant when responding to scholastic calls for a greater understanding of the underlying psychological mechanisms influencing individual experiences. Prior studies have digressed from understanding this phenomenon in its entirety and consequently the complexity of the interplay as well as the outcomes involved were less understood. This paper provides a nuanced knowledge about individual burnout and engagement through the lens of relational and transactional contracts in a cross-national context. Specifically, this was explored through asking the question ‘How relational and transactional psychological contracts explain burnout and engagement experiences of cross-national academics?‘. A qualitative approach was adopted using semi-structured interviews with 20 Australian and 20 Malaysian university academics. The outcomes of the analysis first revealed that, Australian academics’ contracts were primarily more transactional while Malaysian academics’ contracts were primarily more relational. Second, the interplay between individual relational and transactional contracts and burnout and engagement experiences was found to be moderately elusive for both Australian and Malaysian academics. The outcomes also revealed both direct and indirect influences to explicate the interplay.
TL;DR: In this paper, the mediating effects of organizational commitment on leadership styles (transformational, transactional and laissez-faire) and subordinate perfo-faires were investigated.
Abstract: The primary purpose of this study is to investigate the mediating effects of organizational commitment on leadership styles (transformational, transactional and laissez-faire) and subordinate perfo...
TL;DR: In this article, the mediating role of two emergent team states (collective regulatory focus (CRF) and team initiative) for transmitting the effects of transformational and transactional leadership and team members' chronic-regulatory focus on team creative performance was examined.
Abstract: This paper examines the mediating role of two emergent team states—collective regulatory focus (CRF) and team initiative—for transmitting the effects of transformational and transactional leadership and team members’ chronic-regulatory focus on team creative performance. We conducted two studies. An experimental team-level study of 54 teams (n = 157) and a survey study conducted among employees who work in teams (n = 141). Team-level analysis of study 1 reveals that CRF and team initiative mediate the effect of leadership and team members’ chronic regulatory focus on creative performance. In addition, collective promotion moderates the negative effects of collective prevention on both team initiative and creativity. Study 2 confirms the relationships between leadership styles, team CRF, and team initiative with employees at the individual level. Understanding the collective mechanisms that enable transformational leadership to foster team creativity contributes to the ability of organizations and managers to increase the creativity of team production by influencing team dynamics. This study expands our knowledge on leader–follower dynamics at the team level and on the ability of these dynamics to shape team creativity. It also expands our knowledge on the emergence of regulatory focus at the team-level and its potential antecedents.
TL;DR: In this paper, the authors used simple regression and multiple regression using SPSS v.15 software applications to understand the influence of leadership style on the village government's managerial performance with motivation as mediation.
TL;DR: This article explored transactional sex and relationships (TSR) among South African adolescent girls and young women (AGYW) using survey data from 4,399 AGYW aged 15-24 years, and qualitative data from 237 AGYWs and 38 male peers.
Abstract: We explored transactional sex and relationships (TSR) among South African adolescent girls and young women (AGYW) using (1) survey data from 4,399 AGYW aged 15–24 years, and (2) qualitative data from 237 AGYW and 38 male peers. Ten percent of sexually active AGYW reported having ever had transactional sex; 14% reported having stayed in a relationship for money or material items. Factors associated with higher reporting of TSR included HIV positivity, higher food insecurity, and alcohol use. Those AGYW who were between the ages of 20–24 years (OR: 1.0; 95% CI: 0.81–1.24), had a sexual partner older than her by 5 years or more (OR: 1.89; 95% CI: 1.58–2.26), and had a transactional relationship in the past (OR: 61.1; 95% CI: 47.37–78.76) were more likely to report having transactional sex. AGYW qualitative narratives included both assertions of agency in choosing to engage in TSR, and power inequities resulting in condomless sex. Our findings can inform interventions to addressing transactional sex and relationships, critical to South Africa’s HIV response.
TL;DR: In this paper, the influence of transformational and transactional leadership styles on environmental and ethical features of Corporate Social Responsibility (CSR), in financial services companies located in the United Kingdom (UK).
Abstract: Corporations’ accountabilities to implement socially responsible actions towards stakeholders are essential as organizations keep participating in competitive industries. Recently, applying leadership approaches has been the emphasis of both scholars and practitioners, but the concern has not been comprehensively examined. The purpose of this study is to investigate the influence of transformational and transactional leadership styles on environmental and ethical features of Corporate Social Responsibility (CSR), in financial services companies located in the United Kingdom (UK). The moderating factor of employees’ years of employment in their respective companies is also examined. Offering contributions through an empirical appraisal of leadership and CSR is aimed. 384 employees working in the financial services companies in the UK were given a structured questionnaire to test our model. The employees offered viewpoints on the leaders, their selves, and the company. Suggested hypotheses were tested through Structured Equation Modelling (SEM). The study concluded that both transformational and transactional leadership approaches had positive impacts on the environmental and ethical aspects of CSR. Additionally, the moderating variable only had an impact on the relationship between transformational leadership and ethical CSR. The study proposes that complementary implementation of transformational and transactional leadership approaches can lead to enhanced socially responsible actions in organizations.
16 Apr 2021
TL;DR: In this paper, a model for building employee performance among employees of the HVAC industry in Tangerang through enhancing transformational leadership practices with readiness to change as a mediator was proposed.
Abstract: This study aims to measure the effect of transformational and transactional leadership on employee performance in the HVAC industry in Tangerang mediated by readiness for change. The data was collected by using simple random sampling technique and the results of the questionnaire that returned and were valid as many as 224 samples. Data processing using SEM method with SmartPLS 3.0 software. The results of this study concluded that transformational leadership has a significant effect on employee performance and readiness to change. In contrast to transactional leadership which does not have a significant effect on both performance and readiness to change. This study also concludes that readiness to change has a positive and significant effect on the relationship between transformational leadership and employee performance. This new research proposes a model for building employee performance among employees of the HVAC industry in Tangerang through enhancing transformational leadership practices with readiness to change as a mediator. This research can pave the way to improve employee readiness in the face of the industrial revolution 4.0 era.
TL;DR: In this paper, a questionnaire survey was sent to 177 academic staff in a public university in Malaysia to identify the effect of transformational leadership and transactional leadership on task performance, as well as the mediating role of psychological empowerment.
Abstract: The purpose of this research is to identify the effect of transformational leadership and transactional leadership on task performance, as well as the mediating role of psychological empowerment.,A questionnaire survey was sent to 177 academic staff in a Public University in Malaysia. The data were analysed using SmartPLS 3.2.9.,The results show that only psychological empowerment is positively associated with task performance. Unexpectedly, transformational leadership and transactional leadership have no direct effect on task performance. However, there is an indirect positive relationship between leadership styles and task performance, whereby this relationship is mediated by psychological empowerment. Furthermore, both leadership styles positively influenced psychological empowerment.,This study was conducted among academicians from Public Universities in Malaysia using two types of leadership styles. Therefore, it is recommended for future study to include academician from private universities and also to consider more leadership styles dimensions. The finding of this study shows that R2 was 35.3% for psychological empowerment; according to Cohen (1988), this percentage indicates substantial predictive accuracy in explaining psychological empowerment. Nevertheless, it would be interesting to explore other factors.,Empowered employees were highly responsible, put extra work effort and creative in doing their jobs, which tends to increase their performance at work. It is also found that psychological empowerment has the highest and largest effect, contributing to task performance (f2 = 0.389).,The inconsistencies of the previous studies' results provide evidence and opportunities for this study to review by including the mediating variable of leadership styles and task performance relationship.
TL;DR: Based on upper echelons theory, the authors used data collected from 206 manufacturers in China to explore the influence of leadership on the different dimensions of supply chain green strategy alignment (GSA) and operational performance.
Abstract: With increasing attention being paid to environmental issues, manufacturers are seeking to establish strategy alignment with their supply chain (SC) partners to cope with these environmental challenges. However, few studies have uncovered how to effectively align green strategies at the SC level. Based on upper echelons theory, this study uses data collected from 206 manufacturers in China to explore the influence of leadership on the different dimensions of supply chain green strategy alignment (GSA) (i.e., internal, supplier, and customer GSA) and operational performance. The results show that first, internal GSA is a key driver of both supplier and customer GSA. Second, transformational leadership is positively related to all dimensions of GSA, while transactional leadership is only positively related to internal GSA. Third, internal and customer GSA are positively related to operational performance. This study contributes to the green supply chain management (GSCM) and leadership literature by conceptualizing GSA as a three-dimensional construct and constructing a framework for investigating its antecedents (leadership styles) and consequences (operational performance) and provides practical guidelines for companies to align their green strategies with their SC partners under the influence of leadership.
TL;DR: In this paper, the authors contextualized and critically examined the incorporation of transactional features into two popular mobile social media apps: Instagram and Snapchat, and examined how mobile social networks can be used for transactional transactions.
Abstract: This paper contextualizes and critically examines the incorporation of transactional features into two popular mobile social media apps: Instagram and Snapchat. It examines how mobile social media ...
TL;DR: The influence of principal's transformational and transactional leadership style on teachers' job satisfaction and teachers' performance has been a widely researched topic in many countries as discussed by the authors, including India.
Abstract: The influence of the principal’s transformational and transactional leadership style on teachers’ job satisfaction and teachers’ performance has been a widely researched topic in many countries Ho