Leadership Styles and Effectiveness Among Sub-Saharan African Employees

This study sought to determine whether a significant relationship exists between dimensions of transactional and transformational leadership styles and leadership effectiveness within sub-Saharan Africa. Dimensions of transactional and transformational leadership styles were moderated by dimensions of organizational commitment among Nigerian employees to produce effective leadership. The study confirmed that no significant relationship existed between dimensions of transactional and transformational leadership styles and effective leadership among Nigerian employees when moderated by dimensions of organizational commitment. Gender was also found to be the only control variable that had a significant relationship when predicting organizational commitment as well as effective leadership among Nigerian employees

DIFFERENCES BETWEEN THE RELATIONSHIP OF INTEGRITY AND LEADERSHIP STYLES ACCORDING TO THE MODEL OF BERNARD BASS

This article aims to prove empirically that there are signifi cant differencesin the correlation that shows no leadership, transactional leadership andtransformational leadership (MLQ) with the perceived lack of integrity ofthe leader (PLIS). It also sought to test whether there was an increased intensityof the relationships between each of the variables of leadership withintegrity (T-test). The results show that both transformational leadership andtransactional relationship are directly related to integrity. Also based on theempirical results of this investigation is concluded that the relationship oftransformational leadership with integrity is stronger than the relationshipof leadership with transactional integrity. And that transactional leadershipis in turn associated with more integrity that no lead.Transformational leadership, integrity, transactional leadership.

The Interaction of Transactional and Transformational Leadership

The purpose of this paper is to discuss the relationship of transactional and transformational leadership. Specifically, this paper looks at how transactional and transformational leadership interact with one another, particularly how transformational leadership augments transactional leadership. In order to look at this interaction, there is first a description of the characteristics of both leadership types. Next, several studies are reviewed in an effort to look at how transformational leadership augments transactional leadership. The studies are diverse across various types of organizations and industries in order to give a broader look at how transformational and transactional leadership characteristics interact

Relationships among leadership, organizational commitment, and ocb in uruguayan health institutions

We develop and test a model that relates leadership behaviors, organizational commitment, and organizational citizenship behaviors (OCBs). We test the model using structural equations with a sample of 116 doctors from Uruguay. Consistent with expectations, our results show that transactional leadership behaviors increase followers' continuance commitment and decrease their growth commitment, whereas transformational leadership behaviors increase followers' growth commitment and also their normative commitment. Besides, organizational commitment mediates in the relationship between leadership and OCB. The turbulent socio-economic context of hospitals in Uruguay makes this sample of special interest, since almost all the research published in the field to date has been conducted in developed economies, and during times of macroeconomic prosperity or stability.transformational leadership; transactional leadership; organizational commitment; organizational citizenship behavior;

Perverse effects of other-referenced performance goals in an information exchange context

A values-centered leadership model comprised of leader stakeholder and economic values, follower values congruence, and responsible leadership outcomes was tested using data from 122 organizational leaders and 458 of their direct reports. Alleviating same-source bias concerns in leadership survey research, follower ratings of leadership style and follower ratings of values congruence and responsible leadership outcomes were collected from separate sources via the split-sample methodology. Results of structural equation modeling analyses demonstrated that leader stakeholder values predicted transformational leadership, whereas leader economic values were associated with transactional leadership. Follower values congruence was strongly associated with transformational leadership, unrelated to transactional leadership, and partially mediated the relationships between transformational leadership and both follower organizational citizenship behaviors and follower beliefs in the stakeholder view of corporate social responsibility. Implications for responsible leadership and transformational leadership theory, practice, and future research are discussed

Perceptions of Transactional and Transformational Leaders According to Gender

The lack of females occupying leadership positions in the modern workplace has prompted the research of this study. In order to better understand the perceptions that exist regarding successful leadership, this study was conducted with the intention of understanding individual leadership style through the Multifactor Leadership Questionnaire, which measures transactional and transformational leadership styles (Bass and Avolio, 1993). 64 male and female participants, made up of 36 students and 28 individuals in the workforce ages 18-61 with an average age of 31 answered 21 questions to assess their leadership style and 1 to measure who they perceived as a successful leader, with responses coded by gender of responder and response. This study aimed to assess whether males identified more with transactional leadership and females with transformational leadership style, which would confirm current research conducted in the field. The Chi Squared statistical analysis test results showed that 72.4% of males displayed transformational leadership styles, along with 82.9% of females displaying this same style, which showed a lack of significance between gender and difference in leadership style. However, in response to the question asking to identify a successful leader, results showed that most individuals of both gender wrote down a male leader

Transactional leadership as a moderator between self-leadership strategies and innovative behavior

Leadership in organizations is important in shaping workers’ perception and increase employee work performance. There are several types of leadership style that are important in affecting employee work performance and one of it is transactional leadership. Transactional leadership, in contrast to transformational leadership, is based more on reinforcement and exchanges approach. Previous studies that explored about the transactional leadership effect in terms of direct effect or moderating effect relating to organizational behavior such as innovative behavior are scare. Innovation is a complex process and not happened in a vacuum situation, interaction between each of the organizational members is very important. Addressing this issue, this study proposes that transactional leadership moderates the relationship of self-leadership strategies (behavior-focused, constructive thought pattern, natural reward and physical vitality) with innovative behavior. In a field study with 485 engineers from Electrical and Electronics (E&E) manufacturing in Malaysia, this study showed that behavior-focused strategies, constructive thought pattern strategies, natural reward strategies and physical vitality strategies of self-leadership positively related to innovative behavior when transactional leadership is high. Transactional leadership positively and significantly moderates the relationship between each of self-leadership strategies with innovative behavior. The finding contributes to the enrichment of innovative behavior concept by including the transactional leadership as moderator in helping the researcher to explore on how leadership differences contribute to difference research outcomes

Pengaruh Gaya Kepemimpinan Transaksional dan Motivasi terhadap Kinerja Karyawan (Studi pada Merlynn Park Hotel di Jakarta Pusat)

The purpose of this paper is to examine the influence of transactional leadership style and motivation on employee performance. The methodology used is survey based. Primary data were collected from 40 employees of Merlynn Park Hotel in Jakarta. Data analysis using simple and multiple linear regression to test the hypothesis. The research resulted in mixed findings that only partially effect of motivation on performance. No significant relationship was found between transactional leadership and performance. Simultaneously, transactional leadership style and motivation no significant effect on performance. Keywords: transactional leadership, motivatio

Pengaruh Gaya Kepemimpinan Transformasional Dan Transaksional Terhadap Organizational Citizenship Behavior Di Sushi Tei Galaxy Mall Surabaya

This experiment aimed to find out the impact of transformational and transactional leadership style on Organizational Citizenship Behavior. The sample consisted of 57 workers that answered some statements which analyzed using PLS. Research shows transformational and transactional leadership style influence positively and significantly against Organizational Citizenship Behavior in achieving organizational goals. Transformational leadership style found to be dominant on Organizational Citizenship Behavior than transactional leadership style. So it concluded that transformational leadership style considered to be able to lead the employees and as trigger action exceeds the employees\u27s duties

Project uncertainty, project risk and project leadership : a policy capturing study of New Zealand project managers : a thesis presented in partial fulfillment of the requirements for the degree of Master of Arts in Psychology at Massey University, Wellington, New Zealand

Cooperation between project practice and project research could help reduce failure rates for projects in New Zealand and globally. The current research used a “policy capturing” method - systematically varying sources of project uncertainty (policy cues) to explore project leadership responses. A contingency model proposed that project uncertainty (low path-goal clarity, low team cohesion, and high technical complexity) would lead to greater perceptions of project risk (scope/quality, budget, schedule, and project team satisfaction) that would negatively predict the (rated) effectiveness of transactional leadership style and positively predict ratings for transformational style. In total, n=131 experienced project managers rated the effectiveness of leadership styles from ‘not effective’ to ‘extremely effective’. Greater uncertainty produced higher perceived risks that reduced the rated effectiveness of transactional leadership. Path-goal clarity was of particular importance as a policy cue, directly predicting transactional leadership ratings (R=-0.189). These results are consistent with the task-orientation of traditional project management. However, the results for transformational style were unexpected - only team cohesion predicted transformational leadership ratings (negatively) (R= -0.119) and no link between risk and transformational leadership was found. Possible reasons for the ‘disconnect between transformational leadership, uncertainty and risk are discussed and further research suggested