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transformational leadership styles</title> <meta name="description" content="Search results for: transformational leadership styles"> <meta name="keywords" content="transformational leadership styles"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research 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method="get" action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="transformational leadership styles"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 1420</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: transformational leadership styles</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1420</span> Effective Leadership Styles Influence on Knowledge Sharing Behaviour among Employees of SME's in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Christianah%20Oyelekan%20Oyewole">Christianah Oyelekan Oyewole</a>, <a href="https://publications.waset.org/abstracts/search?q=Adeniyi%20Temitope%20Adetunji"> Adeniyi Temitope Adetunji</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Earlier researchers acknowledge the significance of knowledge sharing among employees in improving their responsiveness when dealing with unpredicted situations. Effective leadership styles have been known to impact employee knowledge-sharing behavior within an organisation positively. The role of influential leaders in knowledge sharing is accomplished through enhanced social networks and technology. However, preliminary research pointed to a lack of clear conclusions from recently published studies on the impact of effective leadership styles on knowledge-sharing behaviour among employees. The present study addressed this problem through a structured literature review. The review demonstrated that knowledge managers incorporate incentives and reward systems with their leadership styles to influence knowledge-sharing behaviour among employees positively. There was ample evidence that rational, innovative, stable and participatory organisational cultures combined with supportive and command leadership enhance employee intention for knowledge sharing in the organisation. The analysis revealed that transformational, transactional, and mentor leadership styles enhance employees’ knowledge-sharing behavior. Overall, it was resolved that the relationship between knowledge-sharing behavior among employees and leadership styles is mediated by the ability of the organisation to prioritize employee development. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20styles" title="leadership styles">leadership styles</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=transactional%20leadership" title=" transactional leadership"> transactional leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=mentor%20leadership" title=" mentor leadership"> mentor leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20performance" title=" team performance"> team performance</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20productivity" title=" team productivity"> team productivity</a>, <a href="https://publications.waset.org/abstracts/search?q=motivation" title=" motivation"> motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=and%20creativity" title=" and creativity"> and creativity</a> </p> <a href="https://publications.waset.org/abstracts/163856/effective-leadership-styles-influence-on-knowledge-sharing-behaviour-among-employees-of-smes-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/163856.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">81</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1419</span> Leadership Styles in the Hotel Sector and Its Effect on Employees’ Creativity and Organizational Commitment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hatem%20Radwan%20Ibrahim%20Radwan">Hatem Radwan Ibrahim Radwan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Leadership is crucial for hotel survival and success. It enables hotels to develop and compete effectively. This research intends to explore the implementation of six leadership styles by frontline hotel managers in four star hotels in Cairo and assess its impact on employees’ creativity and organizational commitment. The leadership patterns considered in this study includes: democratic, autocratic, laissez-faire, transformational, transactional, and ethical leaderships. Questionnaire was used as a research method to gather data. A structured survey was established and distributed on employees in Cairo’s four star hotels. A total of 284 questionnaire forms were returned and usable for statistical analysis. The results of this study identified that transactional and autocratic leadership were the prevalent styles used in four star hotels in Cairo. Two leadership styles proved to have significant high correlation and impact on employees’ creativity and organizational commitment including: transformational and democratic leadership. Besides, laissez-faire leadership was found had a smaller effect on employees’ creativity and ethical leadership had a lesser influence on employees’ commitment. The autocratic leadership had strong negative correlation and significant impact on both dependent variables. This research concludes that frontline hotel managers should adopt transformational and/or democratic leadership style in managing their subordinates. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=creativity" title="creativity">creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=hotels" title=" hotels"> hotels</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20styles" title=" leadership styles"> leadership styles</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a> </p> <a href="https://publications.waset.org/abstracts/124236/leadership-styles-in-the-hotel-sector-and-its-effect-on-employees-creativity-and-organizational-commitment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/124236.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">145</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1418</span> Effects of Transformational Leadership and Political Competition on Corporate Performance of Nigeria National Petroleum Corporation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Justine%20Ugochukwu%20Osuagwu">Justine Ugochukwu Osuagwu</a>, <a href="https://publications.waset.org/abstracts/search?q=Sazali%20Abd%20Wahab"> Sazali Abd Wahab</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The performance and operation of NNPC have faced series of attacks by all stakeholders as many have observed lots of inefficiency not only on the part of the management but the staff. This has raised questions of whether their operations and performance are being seriously affected by lack of transformational leadership, and the political competition prevalent in the country. The author has applied the administrative leadership theory and institutional theory as a guide to this study and empirically relates such theories to the study. The study also has utilized the quantitative approach where questionnaires were distributed to 370 participants, and the correctly filled and returned questionnaires were used for the analysis using structural equation modeling. The path coefficient of transformational leadership to performance is strong and positive with β = 0.672; t-value = 14.245; p-value = 0.000. Also, the result found that political competition does not mediate the relationship between transformational leadership and performance of NNPC. (β = -0.008; t-value = -0.600; p- value > 0.05). However, the indirect path is all insignificant, meaning that transformational leadership has relationship with corporate performance.The study found that,while political competition does not serve as a mediator in the relationship between transformational leadership and corporate performance, these styles of leadership have a direct and positive impact on corporate performance. The direct relationship between transformational leadership and political competition was not discovered, despite the fact that political competition has a direct and significant impact, both positive and negative, on corporate performance. As a result, both political competition and transformational leadership have the potential to significantly alter corporate performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=performance" title="performance">performance</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=political%20competition" title=" political competition"> political competition</a>, <a href="https://publications.waset.org/abstracts/search?q=corporation%20performance" title=" corporation performance"> corporation performance</a>, <a href="https://publications.waset.org/abstracts/search?q=Nigeria%20national%20petroleum%20corporation" title=" Nigeria national petroleum corporation"> Nigeria national petroleum corporation</a> </p> <a href="https://publications.waset.org/abstracts/163061/effects-of-transformational-leadership-and-political-competition-on-corporate-performance-of-nigeria-national-petroleum-corporation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/163061.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">116</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1417</span> Building a Performance Outline for Health Care Workers at Teaching Hospitals, Nigeria: The Role of Different Leadership Styles</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Osuagwu%20Justine%20Ugochukwu">Osuagwu Justine Ugochukwu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Investigating the effects of transformational and transactional leadership styles on the performance of healthcare employees at the University Teaching Hospital (UNTH) in Enugu, Nigeria, was the goal of the research. The respondents were asked to fill out a structured questionnaire. The respondents were chosen using a straightforward random sampling technique and consisted of 370 health workers at the hospital. The result of the analysis revealed that transactional and transformational leadership style has a positive while ambidextrous leadership has a negative effect on healthcare workers' performance in UNTH, Enugu. Therefore, the management of public hospitals that have the capacity to change their top management approach to leadership styles will gain substantial support from their employees’ thereby increasing organizational commitment and performance among health workers. This will have remarkable social implications, one of which is a change in the work culture and attitude of medical personnel from the seemingly anti-community of patients to friendly engagement and treatment of patients leading to a harmonious coexistence among these individuals in society. Investigating ambidextrous leadership and the use of nonparametric analysis is unique and has brought brand-new knowledge to leadership literature. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=workers%20performance" title="workers performance">workers performance</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=transactional%20leadership" title=" transactional leadership"> transactional leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=governance%20quality" title=" governance quality"> governance quality</a>, <a href="https://publications.waset.org/abstracts/search?q=ambidextrous%20leadership" title=" ambidextrous leadership"> ambidextrous leadership</a> </p> <a href="https://publications.waset.org/abstracts/161715/building-a-performance-outline-for-health-care-workers-at-teaching-hospitals-nigeria-the-role-of-different-leadership-styles" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/161715.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">91</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1416</span> The Effect of Leadership Style on Employee Engagement in Ethiopian Airlines</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mahlet%20Nigussie%20Worku">Mahlet Nigussie Worku</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main purpose of this study was to examine the effects of different leadership styles on employee engagement in Ethiopian Airlines headquarters located in Addis Ababa. Specific objectives of the study were stated to examine the effects of five leadership styles, namely transformational, transactional, democratic, lassies fair and autocratic leadership styles on employees’ engagement. The study was conducted on 288 sample sizes, and a simple random sampling technique was employed. The quantitative findings were presented and analyzed by table, ANOVA, bivariate correlation and regression model through SPSS software version 23. Out of 288 total distributed questionnaires, 280 were returned, and 8 of the returned were rejected due to missing data, while the remaining 280 responses were used for data analysis. Data was analyzed using the Statistical Package for Social Sciences (SPSS). The study employed both descriptive and explanatory research design. Correlation and regression were used to analyze the relationship and its effect between leadership Style and employee engagement. The regression results showed that transformational, transactional and democratic leadership Styles have significant contributions to employee engagement. Similarly, the transformational, transactional land democratic leadership style had a positive and strong correlation with employee engagement. However, lassies-fair and autocratic leadership styles showed a negative and insignificant effect on employee engagement. Finally, based on the findings, workable recommendations and implications for further studies were forwarded. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=autocratic%20leadership%20style" title=" autocratic leadership style"> autocratic leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=democratic%20leadership%20style" title=" democratic leadership style"> democratic leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a> </p> <a href="https://publications.waset.org/abstracts/178821/the-effect-of-leadership-style-on-employee-engagement-in-ethiopian-airlines" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/178821.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">97</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1415</span> The Effect Of Leadership Style On Employee Engagment In Ethiopian Airlines</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mahlet%20Nigussie%20Worku">Mahlet Nigussie Worku</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main purpose of this study was to examine the effects of different leadership styles on employee engagement in Ethiopian Airlines head quarter located in Addis Ababa. Specific objectives of the study were stated to examine the effects of five leadership styles namely transformational, transactional, democratic, lassies fair and autocratic leadership styles on employees’ engagement. The study was conducted on 288 sample size and a simple random sampling technique was employed. The quantitative findings were presented and analyzed by table, ANOVA, bivariate correlation and regression model through SPSS software version 23. Out of 288 total distributed questionnaires 280 were returned and 8 of the returned were rejected due to missing data while the remaining 280 responses were used for data analysis. Data was analyzed using the Statistical Package for Social Sciences (SPSS). The study employed both descriptive and explanatory research design. Correlation and regression were used to analyze the relationship and its effect between leadership Style and employee’s engagement. The regression results showed that transformational, transactional and democratic leadership Styles have significant contribution for employee’s engagement. Similarly transformational, transactional land democratic leadership style had a positive and strong correlation with employee’s engagement. However lassies-fair and autocratic leadership style showed negative and insignificant effect on employee engagement. Finally, based on the findings, workable recommendations and implications for further studies were forwarded <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20style" title=" leadership style"> leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=autocratic%20leadership%20styles" title=" autocratic leadership styles"> autocratic leadership styles</a> </p> <a href="https://publications.waset.org/abstracts/179013/the-effect-of-leadership-style-on-employee-engagment-in-ethiopian-airlines" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/179013.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">72</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1414</span> Impact of Leadership Styles on Work Motivation and Organizational Commitment among Faculty Members of Public Sector Universities in Punjab</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Wajeeha%20Shahid">Wajeeha Shahid</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study was designed to assess the impact of transformational and transactional leadership styles on work motivation and organizational commitment among faculty members of universities of Punjab. 713 faculty members were selected as sample through convenient random sampling technique. Three self-constructed questionnaires namely Leadership Styles Questionnaire (LSQ), Work Motivation Questionnaire (WMQ) and Organizational Commitment Questionnaire (OCMQ) were used as research instruments. Major objectives of the study included assessing the effect and impact of transformational and transactional leadership styles on work motivation and organizational commitment. Theoretical frame work of the study included Idealized Influence, Inspirational Motivation, Intellectual Stimulation, Individualized Consideration, Contingent Rewards and Management by Exception as independent variables and Extrinsic motivation, Intrinsic motivation, Affective commitment, Continuance commitment and Normative commitment as dependent variables. SPSS Version 21 was used to analyze and tabulate data. Cronbach's Alpha reliability, Pearson Correlation and Multiple regression analysis were applied as statistical treatments for the analysis. Results revealed that Idealized Influence correlated significantly with intrinsic motivation and Affective commitment whereas Contingent rewards had a strong positive correlation with extrinsic motivation and affective commitment. Multiple regression models revealed a variance of 85% for transformational leadership style over work motivation and organizational commitment. Whereas transactional style as a predictor manifested a variance of 79% for work motivation and 76% for organizational commitment. It was suggested that changing organizational cultures are demanding more from their leadership. All organizations need to consider transformational leadership style as an important part of their equipment in leveraging both soft and hard organizational targets. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20styles" title="leadership styles">leadership styles</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20motivation" title=" work motivation"> work motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=faculty%20member" title=" faculty member"> faculty member</a> </p> <a href="https://publications.waset.org/abstracts/49670/impact-of-leadership-styles-on-work-motivation-and-organizational-commitment-among-faculty-members-of-public-sector-universities-in-punjab" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/49670.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">308</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1413</span> The Examination of the Mediating Role of Leader-Member Exchange on the Association between Transformational Leadership and Innovative Behavior: A Study in Turkish Technological Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gultekin%20Gurcay">Gultekin Gurcay</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of this study was to examine the relationship between transformational leadership and innovative work behavior and to evaluate the mediating role of leader-member exchange relationships (LMX) on the assumed relationship. This study has focused on the suggestion that LMX might emerge through transformational leadership behaviors and thus could mediate the relationship between transformational leadership and innovative behavior. A cross-sectional survey research has been conducted on the relationship these leadership approaches and their impact on organizational HRM-outcomes has been conducted on two organizations operating in the technical sector in Istanbul-Turkey. The results of the research have supported the hypotheses. Transformational leadership was positively related to the innovative behaviors and LMX emerged to mediate that relationship. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovative%20leadership" title="innovative leadership">innovative leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=leader-member%20exchange" title=" leader-member exchange"> leader-member exchange</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=Turkey" title=" Turkey"> Turkey</a> </p> <a href="https://publications.waset.org/abstracts/40839/the-examination-of-the-mediating-role-of-leader-member-exchange-on-the-association-between-transformational-leadership-and-innovative-behavior-a-study-in-turkish-technological-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40839.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">278</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1412</span> The Role of Organizational Culture, Organizational Commitment, and Styles of Transformational Leadership towards Employee Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Badawi%20Saluy">Ahmad Badawi Saluy</a>, <a href="https://publications.waset.org/abstracts/search?q=Novawiguna%20Kemalasari"> Novawiguna Kemalasari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aims to examine and analyze the influence of organizational culture, organizational commitment, and transformational leadership style on employee performance. This study used descriptive survey method with quantitative approach, and questionnaires as a tool used for basic data collection. The sampling technique used is proportionate stratified random sampling technique; all respondents in this study were 70 respondents. The analytical method used in this research is multiple linear regressions. The result of determination coefficient of 52.3% indicates that organizational culture, organizational commitment, and transformational leadership style simultaneously have a significant influence on the performance of employees, while the remaining 47.7% is explained by other factors outside the research variables. Partially, organization culture has strong and positive influence on employee performance, organizational commitment has a moderate and positive effect on employee performance, while the transformational leadership style has a strong and positive influence on employee performance and this is also the variable that has the most impact on employee performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title="organizational culture">organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership%20style" title=" transformational leadership style"> transformational leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title=" employee performance"> employee performance</a> </p> <a href="https://publications.waset.org/abstracts/89483/the-role-of-organizational-culture-organizational-commitment-and-styles-of-transformational-leadership-towards-employee-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/89483.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">226</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1411</span> The Impact of Transformational Leadership on Individual Attributes</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bilal%20Liaqat">Bilal Liaqat</a>, <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Umar"> Muhammad Umar</a>, <a href="https://publications.waset.org/abstracts/search?q=Zara%20Bashir"> Zara Bashir</a>, <a href="https://publications.waset.org/abstracts/search?q=Hassan%20Rafique"> Hassan Rafique</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohsin%20Abbasi"> Mohsin Abbasi</a>, <a href="https://publications.waset.org/abstracts/search?q=Zarak%20Khan"> Zarak Khan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Transformational leadership is one of the most studied topics in the organization sciences. However, the impact of transformational leadership on employee’s individual attributes have not yet been studied. Purpose: This research aims to discover the relationship between transformational leadership and employee motivation, performance and creativity. Moreover, the study will also investigate the influence of transformational leadership on employee performance through employee motivation and employee creativity. Design-Methodology-Approach: The data was collected from employees in different organization. This cross-sectional study collected data from employees and the methodology used includes survey data that were collected from employees in organizations. Structured interviews were also conducted to explain the outcomes from the survey. Findings: The results of this study reveal that transformational leadership has a positive impact on employee’s individual attributes. Research Implications: Although this study expands our knowledge about the role of learning orientation between transformational leadership and employee motivation, performance and creativity, the prospects for further research are still present. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20creativity" title="employee creativity">employee creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20motivation" title=" employee motivation"> employee motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title=" employee performance"> employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a> </p> <a href="https://publications.waset.org/abstracts/85528/the-impact-of-transformational-leadership-on-individual-attributes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85528.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">228</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1410</span> Transformational Leadership Style and Organizational Commitment: An Empirical Assessment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ugochukwu%20D.%20Abasilim">Ugochukwu D. Abasilim</a>, <a href="https://publications.waset.org/abstracts/search?q=Aize%20I.%20Obayan"> Aize I. Obayan</a>, <a href="https://publications.waset.org/abstracts/search?q=Adedayo%20J.%20Odukoya"> Adedayo J. Odukoya</a>, <a href="https://publications.waset.org/abstracts/search?q=Godwyns%20Agube"> Godwyns Agube</a>, <a href="https://publications.waset.org/abstracts/search?q=Power%20A.%20I.%20Wogu"> Power A. I. Wogu</a>, <a href="https://publications.waset.org/abstracts/search?q=Nchekwube%20Excellence-Oluye"> Nchekwube Excellence-Oluye</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper examines the effect of transformational leadership style on organizational commitment among Private University employees in Nigeria. A quantitative methodology was adopted for this study. A structured Multi-factor Leadership Questionnaire (MLQ) developed by Bass and Avolio (1997) and Organizational Commitment Questionnaire (OCQ) developed by Meyer and Allen (1997) were the major instruments used for data collection. Simple linear regression was used for testing the hypothesis. The results indicated that there was no significant positive effect of transformational leadership style on organizational commitment among employees of the Nigerian private university studied. Though the respondents rated their leaders high on transformational leadership style, their organizational commitment rating was average for majority, which implies that employees’ level of commitment could be accounted for by transformational leadership style existing in the institution. This finding is antithetical to the common submission in literature that transformational leadership style has a significant effect on organizational commitment. It was therefore recommended that further studies may want to further explore the reasons for this variance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20style" title="leadership style">leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=Nigeria" title=" Nigeria"> Nigeria</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational" title=" organizational"> organizational</a>, <a href="https://publications.waset.org/abstracts/search?q=commitment" title=" commitment"> commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a> </p> <a href="https://publications.waset.org/abstracts/27821/transformational-leadership-style-and-organizational-commitment-an-empirical-assessment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/27821.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">424</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1409</span> Leadership Education for Law Enforcement Mid-Level Managers: The Mediating Role of Effectiveness of Training on Transformational and Authentic Leadership Traits</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kevin%20Baxter">Kevin Baxter</a>, <a href="https://publications.waset.org/abstracts/search?q=Ron%20Grove"> Ron Grove</a>, <a href="https://publications.waset.org/abstracts/search?q=James%20Pitney"> James Pitney</a>, <a href="https://publications.waset.org/abstracts/search?q=John%20Harrison"> John Harrison</a>, <a href="https://publications.waset.org/abstracts/search?q=Ozlem%20Gumus"> Ozlem Gumus</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this research is to determine the mediating effect of effectiveness of the training provided by Northwestern University’s School of Police Staff and Command (SPSC), on the ability of law enforcement mid-level managers to learn transformational and authentic leadership traits. This study will also evaluate the leadership styles, of course, graduates compared to non-attendees using a static group comparison design. The Louisiana State Police pay approximately $40,000 in salary, tuition, housing, and meals for each state police lieutenant attending the 10-week program of the SPSC. This school lists the development of transformational leaders as an increasing element. Additionally, the SPSC curriculum addresses all four components of authentic leadership - self-awareness, transparency, ethical/moral, and balanced processing. Upon return to law enforcement in roles of mid-level management, there are questions as to whether or not students revert to an “autocratic” leadership style. Insufficient evidence exists to support claims for the effectiveness of management training or leadership development. Though it is widely recognized that transformational styles are beneficial to law enforcement, there is little evidence that suggests police leadership styles are changing. Police organizations continue to hold to a more transactional style (i.e., most senior police leaders remain autocrats). Additionally, research in the application of transformational, transactional, and laissez-faire leadership related to police organizations is minimal. The population of the study is law enforcement mid-level managers from various states within the United States who completed leadership training presented by the SPSC. The sample will be composed of 66 active law enforcement mid-level managers (lieutenants and captains) who have graduated from SPSC and 65 active law enforcement mid-level managers (lieutenants and captains) who have not attended SPSC. Participants will answer demographics questions, Multifactor Leadership Questionnaire, Authentic Leadership Questionnaire, and the Kirkpatrick Hybrid Evaluation Survey. Analysis from descriptive statistics, group comparison, one-way MANCOVA, and the Kirkpatrick Evaluation Model survey will be used to determine training effectiveness in the four levels of reaction, learning, behavior, and results. Independent variables are SPSC graduates (two groups: upper and lower) and no-SPSC attendees, and dependent variables are transformational and authentic leadership scores. SPSC graduates are expected to have higher MLQ scores for transformational leadership traits and higher ALQ scores for authentic leadership traits than SPSC non-attendees. We also expect the graduates to rate the efficacy of SPSC leadership training as high. This study will validate (or invalidate) the benefits, costs, and resources required for leadership development from a nationally recognized police leadership program, and it will also help fill the gap in the literature that exists between law enforcement professional development and transformational and authentic leadership styles. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=training%20effectiveness" title="training effectiveness">training effectiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=authentic%20leadership" title=" authentic leadership"> authentic leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=law%20enforcement%20mid-level%20manager" title=" law enforcement mid-level manager"> law enforcement mid-level manager</a> </p> <a href="https://publications.waset.org/abstracts/116851/leadership-education-for-law-enforcement-mid-level-managers-the-mediating-role-of-effectiveness-of-training-on-transformational-and-authentic-leadership-traits" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/116851.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">105</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1408</span> A Value-Based Approach to Recognize Authentic Transformational Leaders' Delivering Process of Corporate Social Responsibility Values</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yi-Jung%20Chen">Yi-Jung Chen</a>, <a href="https://publications.waset.org/abstracts/search?q=Yunshi%20Liu"> Yunshi Liu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> To explain how followers can perceive whether or not transformational leaders are authentic on the basis of their leadership behaviors based on value-based leadership theory, this study adopts the dual-focus model of transformational leadership and evaluates leaders’ corporate social responsibility values along with followers’ perceptions of leaders’ values. Using dyadic questionnaires, the final study sample consisted of 252 followers and 43 leaders at a private firm in Taiwan. Results show that followers perceive corporate social responsibility values of transformational leaders through their group-focused leadership behaviors because such group-focused leadership is in line with these values. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=authentic%20transformational%20leadership" title="authentic transformational leadership">authentic transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility%20value" title=" corporate social responsibility value"> corporate social responsibility value</a>, <a href="https://publications.waset.org/abstracts/search?q=value-based%20leadership%20theory" title=" value-based leadership theory"> value-based leadership theory</a>, <a href="https://publications.waset.org/abstracts/search?q=dual-focus%20leadership" title=" dual-focus leadership"> dual-focus leadership</a> </p> <a href="https://publications.waset.org/abstracts/64142/a-value-based-approach-to-recognize-authentic-transformational-leaders-delivering-process-of-corporate-social-responsibility-values" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64142.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">309</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1407</span> The Effects of Transformational Leadership on Process Innovation through Knowledge Sharing</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sawsan%20J.%20Al-Husseini">Sawsan J. Al-Husseini</a>, <a href="https://publications.waset.org/abstracts/search?q=Talib%20A.%20Dosa"> Talib A. Dosa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Transformational leadership has been identified as the most important factor affecting innovation and knowledge sharing; it leads to increased goal-directed behavior exhibited by followers and thus to enhanced performance and innovation for the organization. However, there is a lack of models linking transformational leadership, knowledge sharing, and process innovation within higher education (HE) institutions in general within developing countries, particularly in Iraq. This research aims to examine the mediating role of knowledge sharing in the transformational leadership and process innovation relationship. A quantitative approach was taken and 254 usable questionnaires were collected from public HE institutions in Iraq. Structural equation modelling with AMOS 22 was used to analyze the causal relationships among factors. The research found that knowledge sharing plays a pivotal role in the relationship between transformational leadership and process innovation, and that transformational leadership would be ideal in an educational context, promoting knowledge sharing activities and influencing process innovation in the public HE in Iraq. The research has developed some guidelines for researchers as well as leaders and provided evidence to support the use of TL to increase process innovation within HE environment in developing countries, particularly in Iraq. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title="transformational leadership">transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20innovation" title=" process innovation"> process innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20equation%20modelling" title=" structural equation modelling"> structural equation modelling</a>, <a href="https://publications.waset.org/abstracts/search?q=developing%20countries" title=" developing countries"> developing countries</a> </p> <a href="https://publications.waset.org/abstracts/42777/the-effects-of-transformational-leadership-on-process-innovation-through-knowledge-sharing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/42777.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">335</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1406</span> The Effect of Transformational Leadership and Change Self-Efficacy on Employees' Commitment to Change</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Denvi%20Giovanita">Denvi Giovanita</a>, <a href="https://publications.waset.org/abstracts/search?q=Wustari%20L.%20H.%20Mangundjaya"> Wustari L. H. Mangundjaya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The pace of globalization and technological development make changes inevitable to organizations. However, organizational change is not easy to implement and is prone to failure. One of the reasons of change failure is due to lack of employees’ commitment to change. There are many variables that can influence employees’ commitment to change. The influencing factors can be sourced from the organization or individuals themselves. This study focuses on the affective form of commitment to change. The objective of this study is to identify the effect of transformational leadership (organizational factor) and employees’ change self-efficacy (individual factor) on affective commitment to change. The respondents of this study were employees who work in organizations that are or have faced organizational change. The data were collected using Affective Commitment to Change, Change Self-Efficacy, and Transformational Leadership Inventory. The data were analyzed using regression. The result showed that both transformational leadership and change self-efficacy have a positive and significant impact on affective commitment to change. The implication of the study can be used for practitioners to enhance the success of organizational change, by developing transformational leadership on the leaders and change self-efficacy on the employees in order to create a high affective commitment to change. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=affective%20commitment%20to%20change" title="affective commitment to change">affective commitment to change</a>, <a href="https://publications.waset.org/abstracts/search?q=change%20self-efficacy" title=" change self-efficacy"> change self-efficacy</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20change" title=" organizational change"> organizational change</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a> </p> <a href="https://publications.waset.org/abstracts/69121/the-effect-of-transformational-leadership-and-change-self-efficacy-on-employees-commitment-to-change" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69121.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">384</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1405</span> The Role of Meaningful Work in Transformational Leadership and Work Outcomes Relationship</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zainur%20Rahman">Zainur Rahman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Meaningful work is the topic that will be discussed in this article, especially in changing period. It has an important role because by reaching meaningful work, it will drive to be positive in the workplace. Therefore, task performance will be increased and cynicism about organizational change (CAOC) will be reduced. Moreover, it is influenced by situational factor, which is transformational leadership. In this conceptual paper, the author discusses how the construct of meaningful work influenced by transformational leadership that will have impact on the follower’ work outcomes in the organizational change. It is proposed that the construct of meaningful work are susceptible with situational variable. Transformational leaders who are respectful on the process of humanizing the followers affect task performance and reduce CAOC in organizational change. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title="transformational leadership">transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=meaningful%20work" title=" meaningful work"> meaningful work</a>, <a href="https://publications.waset.org/abstracts/search?q=task%20performance" title=" task performance"> task performance</a>, <a href="https://publications.waset.org/abstracts/search?q=CAOC" title=" CAOC"> CAOC</a> </p> <a href="https://publications.waset.org/abstracts/29671/the-role-of-meaningful-work-in-transformational-leadership-and-work-outcomes-relationship" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29671.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">320</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1404</span> The Effect of Leadership Styles on Employees’ Organizational Commitment at Ambo Woreda Public Organizations, Oromia Regional State, Ethiopia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mengistu%20Tulu%20Balcha">Mengistu Tulu Balcha</a>, <a href="https://publications.waset.org/abstracts/search?q=Endale%20Gadisa%20Motuma"> Endale Gadisa Motuma</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study was to assess the effect of leadership styles on employees’ organizational commitments in Ambo Woreda public organizations. The study was guided by a Descriptive survey and correlation research design of the quantitative method. By using simple random sampling techniques, 80 participants of employees and by purposive sampling technique, 32 leaders were involved in research from five purposely selected Woreda public organizations without a non-response rate. Two separate instruments adopted from previous studies, namely the multifactor leadership questionnaire (MLQ), which has 36 items and the Organizational Commitment Questionnaire (OCQ), which has 12 items, were used as a data instrument tool. These items were rated by using a five-point Likert-scale. The survey data was processed by using an SPSS (version 27). Descriptive statistics to calculate mean and standard deviations of leaders’ and employees’ responses to leadership styles dominantly practiced in order to determine their perceptions, MLQ of leaders’ and employees’ responses (independent sample), and multiple linear regressions were used to calculate the effect of leadership styles on organizational commitment. The findings of the study show that the leadership style dominantly practiced in Ambo Woreda public organizations was more transactional than transformational and followed by laissez-faire. The level of EOC was ranked as continuance commitment and had the highest mean score, followed by normative commitment and then affective commitment. There is a strong, positive and significant relationship between leadership style dimensions and employees’ organizational commitment. Leadership styles were found statistically significant to predict employee commitment and there was a significant linear relationship between independent variables and dependent variables. Out of the three leadership variables, the transactional leadership style has the highest contribution, followed by the transformational leadership style, whereas the laissez-faire leadership style has the least contribution in predicting employees’ organizational commitment. Finally, the researcher forwarded possible recommendations for Ambo Woreda public organizational leaders and employees to work on improving leadership styles and employees’ commitment collaboratively. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizations" title="organizations">organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=employee" title=" employee"> employee</a>, <a href="https://publications.waset.org/abstracts/search?q=relations" title=" relations"> relations</a>, <a href="https://publications.waset.org/abstracts/search?q=commitments" title=" commitments"> commitments</a>, <a href="https://publications.waset.org/abstracts/search?q=style" title=" style"> style</a> </p> <a href="https://publications.waset.org/abstracts/189158/the-effect-of-leadership-styles-on-employees-organizational-commitment-at-ambo-woreda-public-organizations-oromia-regional-state-ethiopia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/189158.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">26</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1403</span> Exploring the State of Leadership Effectiveness of Tertiary Institutions in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ojeka%20Alexandra">Ojeka Alexandra</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study investigated the leadership effectiveness of leaders of tertiary institutions in Nigeria. The study sought to examine the leadership styles adopted, the leadership energy and effectiveness of the leaders of two tertiary institutions. The research was undertaken at two institutions, one Polytechnic and one University. The population of the study was the lecturers and the heads of departments of the two institutions. The leadership matrix and leadership effectiveness index questionnaires were employed to collect quantitative and qualitative data. The preferred and practiced styles were compared and contrasted to determine whether or not they were used to achieve goals and objectives of the lecturers and the organizations. The recommendations contribute towards the academic and professional development of the lecturers and their institutions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20effectiveness" title="leadership effectiveness">leadership effectiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20energy" title=" leadership energy"> leadership energy</a>, <a href="https://publications.waset.org/abstracts/search?q=tertiary%20institutions" title=" tertiary institutions"> tertiary institutions</a>, <a href="https://publications.waset.org/abstracts/search?q=and%20leadership%20styles" title=" and leadership styles"> and leadership styles</a> </p> <a href="https://publications.waset.org/abstracts/34338/exploring-the-state-of-leadership-effectiveness-of-tertiary-institutions-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/34338.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">287</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1402</span> Romanian Teachers' Perspectives of Different Leadership Styles</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ralpian%20Randolian">Ralpian Randolian </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Eighty-five Romanian teachers and principals participated on this study to examine their perspectives of different leadership styles. Demographic variables such as the source of degree (Romania, Europe institutes, USA institutes, etc.), gender, region, level taught, years of experience, and specialty were identified. The researcher developed a questionnaire that consisted of 4 leadership styles. The data were analyzed using structural equation modeling (SEM) to identify which of the variables best predict the leadership styles. Results indicated that the democracy style was the most preferred leadership style by Jordanian parents, while the authoritarian styles ranked second. The results also found statistically significant differences were found related to the study variables. This study ends by putting forward a number of suggestions and recommendation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=teachers%E2%80%99%20perspectives" title="teachers’ perspectives">teachers’ perspectives</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20styles" title=" leadership styles"> leadership styles</a>, <a href="https://publications.waset.org/abstracts/search?q=gender" title=" gender"> gender</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20equation%20modeling" title=" structural equation modeling "> structural equation modeling </a> </p> <a href="https://publications.waset.org/abstracts/18117/romanian-teachers-perspectives-of-different-leadership-styles" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18117.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">489</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1401</span> Effect of Leadership Style on Organizational Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Khadija%20Mushtaq">Khadija Mushtaq</a>, <a href="https://publications.waset.org/abstracts/search?q=Mian%20Saqib%20Mehmood"> Mian Saqib Mehmood</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper attempts to determine the impact of leadership style and learning orientation on organizational performance in Pakistan. A sample of 158 middle managers selected from sports and surgical factories from Sialkot. The empirical estimation is based on a multiple linear regression analysis of the relationship between leadership style, learning orientation and organizational performance. Leadership style is measure through transformational leadership and transactional leadership. The transformational leadership has insignificant impact on organizational performance. The transactional leadership has positive and significant relation with organizational performance. Learning orientation also has positive and significant relation with organizational performance. Linear regression used to estimate the relation between dependent and independent variables. This study suggests top manger should prefer continuous process for improvement for any change in system rather radical change. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title="transformational leadership">transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=transactional%20leadership" title=" transactional leadership"> transactional leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=learning%20orientation" title=" learning orientation"> learning orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=Pakistan" title=" Pakistan"> Pakistan</a> </p> <a href="https://publications.waset.org/abstracts/33257/effect-of-leadership-style-on-organizational-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33257.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">404</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1400</span> The Influence of Leadership Styles on Organizational Performance and Innovation: Empirical Study in Information Technology Sector in Spain</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Richard%20Mababu%20Mukiur">Richard Mababu Mukiur</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Leadership is an important drive that plays a key role in the success and development of organizations, particularly in the current context of digital transformation, highly competitivity and globalization. Leaders are persons that hold a dominant and privileged position within an organization, field, or sector of activities and are able to manage, motivate and exercise a high degree of influence over other in order to achieve the institutional goals. They achieve commitment and engagement of others to embrace change, and to make good decisions. Leadership studies in higher education institutions have examined how effective leaders hold their organizations, and also to find approaches which fit best in the organizations context for its better management, transformation and improvement. Moreover, recent studies have highlighted the impact of leadership styles on organizational performance and innovation capacities, since some styles give better results than others. Effective leadership is part of learning process that take place through day-to-day tasks, responsibilities, and experiences that influence the organizational performance, innovation and engagement of employees. The adoption of appropriate leadership styles can improve organization results and encourage learning process, team skills and performance, and employees' motivation and engagement. In the case of case of Information Technology sector, leadership styles are particularly crucial since this sector is leading relevant changes and transformations in the knowledge society. In this context, the main objective of this study is to analyze managers leadership styles with their relation to organizational performance and innovation that may be mediated by learning organization process and demographic variables. Therefore, it was hypothesized that the transformational and transactional leadership will be the main style adopted in Information Technology sector and will influence organizational performance and innovation capacity. A sample of 540 participants from Information technology sector has been determined in order to achieve the objective of this study. The Multifactor Leadership Questionnaire was administered as the principal instrument, Scale of innovation and Learning Organization Questionnaire. Correlations and multiple regression analysis have been used as the main techniques of data analysis. The findings indicate that leadership styles have a relevant impact on organizational performance and innovation capacity. The transformational and transactional leadership are predominant styles in Information technology sector. The effective leadership style tend to be characterized by the capacity of generating and sharing knowledge that improve organization performance and innovation capacity. Managers are adopting and adapting their leadership styles that respond to the new organizational, social and cultural challenges and realities of contemporary society. Managers who encourage innovation, foster learning process, share experience are useful to the organization since they contribute to its development and transformation. Learning process capacity and demographic variables (age, gender, and job tenure) mediate the relationship between leadership styles, innovation capacity and organizational performance. The transformational and transactional leadership tend to enhance the organizational performance due to their significant impact on team-building, employees' engagement and satisfaction. Some practical implications and future lines of research have been proposed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20styles" title="leadership styles">leadership styles</a>, <a href="https://publications.waset.org/abstracts/search?q=tranformational%20leadership" title=" tranformational leadership"> tranformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20performance" title=" organisational performance"> organisational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20innovation" title=" organisational innovation"> organisational innovation</a> </p> <a href="https://publications.waset.org/abstracts/77559/the-influence-of-leadership-styles-on-organizational-performance-and-innovation-empirical-study-in-information-technology-sector-in-spain" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/77559.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">218</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1399</span> Transformational Leadership and Departmental Performance: The Intervening Role of Internal Communication and Citizen/Customer Participation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Derrick%20Boakye%20Boadu">Derrick Boakye Boadu</a>, <a href="https://publications.waset.org/abstracts/search?q=Zahra%20Fakhri"> Zahra Fakhri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Transformational leaders are the catalyst of change and focus more importantly on members or followers. Involvement of transformational leadership style in organizational structures can provide interesting nuances to the implementation and enhancement of citizen and customer participation mechanisms in an organization regardless of the time consuming, cost, and delaying process of analyzing the feedback of workers and citizens/customers which stifles good outcome of organization’s department performance. It posits that transformational leadership has a positive direct effect on organization-departmental performance and the intervening role of citizen and customer participation and internal communication. Using the NASP-IV 2007 data, the article finds support for the five hypotheses in a structural equation model, and the findings show that transformational leadership does have a direct impact on organizational-departmental performance a partial mediation effect of the relationship through the role of internal communication and citizen and customer participation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=transformational%20leaders" title="transformational leaders">transformational leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=departmental%20performance" title=" departmental performance"> departmental performance</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20communication" title=" internal communication"> internal communication</a>, <a href="https://publications.waset.org/abstracts/search?q=citizen%2Fcustomer%20participation" title=" citizen/customer participation"> citizen/customer participation</a> </p> <a href="https://publications.waset.org/abstracts/149941/transformational-leadership-and-departmental-performance-the-intervening-role-of-internal-communication-and-citizencustomer-participation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/149941.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">117</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1398</span> Effective Leadership in the Engineering, Technology, and Construction Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=David%20W.%20Farler">David W. Farler</a>, <a href="https://publications.waset.org/abstracts/search?q=Perry%20Haan"> Perry Haan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper explores what effective leadership is being employed in the engineering, technology, and construction (ETC) industry. Organizations need to understand what character traits are being used and what leadership styles work to promote sustainability and improve the triple bottom line. This paper looks at multiple publications on leadership and character traits effective for managers and leaders in the ETC industry. The ETC industry is a trillion-dollar industry, and understanding ways to improve leadership is vital for organizations' successful outcomes. With improvements to the managerial and leadership, there could be ways for organizations to profit more and cut down on cost costs. Finding ways to improve motivation can help organizations improve safety, improve culture, and increase employee motivation. From the research, this paper has found that situational leadership, transformational, and transactional are the most effective leadership styles that individuals can use in the ETC industry for leadership. Character traits that are the most effective have been identified in this research paper. This research has contributed to the ways individuals who start in the engineering and technology industry can improve upon their leadership skills as they are promoted into managerial and leadership roles. The need for managerial positions in the ETC industry, such as project and construction managers, to improve is vital for successful outcomes and creating a high-level performance. The study helps provide a gap in the limited research available to improve ETC leadership for all organizations' present and future. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction" title="construction">construction</a>, <a href="https://publications.waset.org/abstracts/search?q=effective%20leadership" title=" effective leadership"> effective leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=engineering" title=" engineering"> engineering</a>, <a href="https://publications.waset.org/abstracts/search?q=technology" title=" technology"> technology</a> </p> <a href="https://publications.waset.org/abstracts/135548/effective-leadership-in-the-engineering-technology-and-construction-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/135548.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">140</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1397</span> Exploratory Study of Contemporary Models of Leadership</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gadah%20Alkeniah">Gadah Alkeniah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Leadership is acknowledged internationally as fundamental to school efficiency and school enhancement nevertheless there are various understandings of what leadership is and how it is realised in practice. There are a number of educational leadership models that are considered important. However, the present study uses a systematic review method to examine and compare five models of the most well-known contemporary models of leadership as well as introduces the dimension of each model. Our results reveal that recently the distributed leadership has grown in popularity within the field of education. The study concludes by suggesting future directions in leadership development and education research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=distributed%20leadership" title="distributed leadership">distributed leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=instructional%20leadership" title=" instructional leadership"> instructional leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20models" title=" leadership models"> leadership models</a>, <a href="https://publications.waset.org/abstracts/search?q=moral%20leadership" title=" moral leadership"> moral leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20leadership" title=" strategic leadership"> strategic leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a> </p> <a href="https://publications.waset.org/abstracts/96375/exploratory-study-of-contemporary-models-of-leadership" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/96375.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">203</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1396</span> The Impact of Perception of Transformational Leadership and Factors of Innovation Culture on Innovative Work Behavior in Junior High School's Teacher</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Galih%20Mediana">Galih Mediana</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Boarding school can helps students to turn all good qualities into habits. The process of forming one's personality can be done in various ways. In addition to gaining general knowledge at school during learning hours, teachers can instill values in students which can be done while in the dormitory when the learning process has ended. This shows the important role that must be played by boarding school’s teachers. Transformational leadership and a culture of innovation are things that can instill innovative behavior in teachers. This study aims to determine the effect of perceptions of transformational leadership and a culture of innovation on innovative work behavior among Islamic boarding school teachers. Respondents in this study amounted to 70 teachers. To measure transformational leadership, a modified measuring tool is used, namely the Multifactor Leadership Questionnaire (MLQ) by Bass (1985). To measure innovative work behavior, a measurement tool based on dimensions from Janssen (2000) is used. The innovation culture in this study will be measured using the innovation culture factor from Dobni (2008). This study uses multiple regression analysis to test the hypothesis. The results of this study indicate that there is an influence of perceptions of transformational leadership and innovation culture factors on innovative work behavior in Islamic boarding school’s teachers by 57.7%. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title="transformational leadership">transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=innovative%20work%20behavior" title=" innovative work behavior"> innovative work behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20culture" title=" innovation culture"> innovation culture</a>, <a href="https://publications.waset.org/abstracts/search?q=boarding%20school" title=" boarding school"> boarding school</a>, <a href="https://publications.waset.org/abstracts/search?q=teacher" title=" teacher"> teacher</a> </p> <a href="https://publications.waset.org/abstracts/169032/the-impact-of-perception-of-transformational-leadership-and-factors-of-innovation-culture-on-innovative-work-behavior-in-junior-high-schools-teacher" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/169032.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">108</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1395</span> Transformational Justice for Employees' Job Satisfaction</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hassan%20Barau%20Singhry">Hassan Barau Singhry</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: Leadership or the absence of it is an important behaviour affecting employees’ job satisfaction. Although, there are many models of leadership, one that stands out in a period of change is the transformational behaviour. The aim of this study is to investigate the role of an organizational justice on the relationship between transformational leadership and employee job satisfaction. The study is based on the assumption that change begins with leaders and leaders should be fair and just. Methodology: A cross-sectional survey through structured questionnaire was employed to collect the data of this study. The population is selected the three tiers of government such as the local, state, and federal governments in Nigeria. The sampling method used in this research is stratified random sampling. 418 middle managers of public organizations respondents to the questionnaire. Multiple regression aided by structural equation modeling was employed to test 4 hypothesized relationships. Finding: The regression results support for the mediating role of organizational justice such as distributive, procedural, interpersonal and informational justice in the link between transformational leadership and job satisfaction. Originality/value: This study adds to the literature of human resource management by empirically validating and integrating transformational leadership behaviour with the four dimensions of organizational justice theory. The study is expected to be beneficial to the top and middle-level administrators as well as theory building and testing. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=distributive%20justice" title="distributive justice">distributive justice</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20justice" title=" organizational justice"> organizational justice</a>, <a href="https://publications.waset.org/abstracts/search?q=procedural%20justice" title=" procedural justice"> procedural justice</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a> </p> <a href="https://publications.waset.org/abstracts/83635/transformational-justice-for-employees-job-satisfaction" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/83635.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">174</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1394</span> Inconsistent Safety Leadership as a Predictor of Employee Safety Behavior</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jane%20Mullen">Jane Mullen</a>, <a href="https://publications.waset.org/abstracts/search?q=Ann%20Rheaume"> Ann Rheaume</a>, <a href="https://publications.waset.org/abstracts/search?q=Kevin%20Kelloway"> Kevin Kelloway</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Research on the effects of inconsistent safety leadership is limited, particularly regarding employee safety behavior in organizations. Inconsistent safety leadership occurs when organizational leaders display both effective and ineffective styles of safety leadership (i.e., transformational vs laissez-faire). In this study, we examine the effect of inconsistent safety leadership style on employee safety participation. Defined as the interaction of S.A.F.E.R (Speak, Act, Focus, Engage and Recognize) leadership style and passive leadership style, inconsistent safety leadership was found to be a significant predictor of safety participation in a sample of 307 nurses in Eastern Canada. Results of the moderated regression analysis also showed a significant main effect for S.A.F.E.R leadership, but not for passive leadership. To further explore the significant interaction, the simple slopes for S.A.F.E.R leadership at high and low levels (1 SD above and below the mean) of passive leadership were plotted. As predicted, the positive effects of S.A.F.E.R leadership behavior were attenuated when leaders were perceived by employees as also displaying high levels of passive leadership (i.e., inconsistent leadership styles). The research makes important theoretical and practical contributions to the occupational health and safety literature. The results demonstrate that leadership behavior, which is characteristic of the S.A.F.E.R model, is positively associated with employee safety participation. This finding is particularly important as researchers continue to explore what leaders can do to engage employees in work-related safety activities. The results also demonstrate how passive leadership may undermine the positive outcomes associated with safety leadership behavior in organizations. The data suggest that employee safety behavior is highest when leaders engage in safety effective leadership behavior on a consistent basis, rather than periodically. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20safety%20behavior" title="employee safety behavior">employee safety behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=participation" title=" participation"> participation</a>, <a href="https://publications.waset.org/abstracts/search?q=safety%20training" title=" safety training"> safety training</a> </p> <a href="https://publications.waset.org/abstracts/52140/inconsistent-safety-leadership-as-a-predictor-of-employee-safety-behavior" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/52140.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">364</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1393</span> Authentic and Transformational Leadership Model of the Directors of Tambon Health Promoting Hospitals Effecting to the Effectiveness of Southern Tambon Health Promoting Hospitals: The Interaction and Invariance Tests of Gender Factor </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Suphap%20Sikkhaphan">Suphap Sikkhaphan</a>, <a href="https://publications.waset.org/abstracts/search?q=Muwanga%20Zake"> Muwanga Zake</a>, <a href="https://publications.waset.org/abstracts/search?q=Johnnie%20Wycliffe%20Frank"> Johnnie Wycliffe Frank</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purposes of the study included a) investigating the authentic and transformational leadership model of the directors of tambon health promoting hospitals b) evaluating the relation between the authentic and transformation leadership of the directors of tambon health promoting hospitals and the effectiveness of their hospitals and c) assessing the invariance test of the authentic and transformation leadership of the directors of tambon health promoting hospitals. All 400 southern tambon health promoting hospital directors were enrolled into the study. Half were males (200), and another half were females (200). They were sampled via a stratified method. A research tool was a questionnaire paper containing 4 different sections. The Alpha-Cronbach’s Coefficient was equally to .98. Descriptive analysis was used for demographic data, and inferential statistics was used for the relation and invariance tests of authentic and transformational leadership of the directors of tambon health promoting hospitals. The findings revealed overall the authentic and transformation leadership model of the directors of tambon health promoting hospitals has the relation to the effectiveness of the hospitals. Only the factor of “strong community support” was statistically significantly related to the authentic leadership (p < .05). However, there were four latent variables statistically related to the transformational leadership including, competency and work climate, management system, network cooperation, and strong community support (p = .01). Regarding the relation between the authentic and transformation leadership of the directors of tambon health promoting hospitals and the effectiveness of their hospitals, four casual variables of authentic leadership were not related to those latent variables. In contrast, all four latent variables of transformational leadership has statistically significantly related to the effectiveness of tambon health promoting hospitals (p = .001). Furthermore, only management system variable was significantly related to those casual variables of the authentic leadership (p < .05). Regarding the invariance test, the result found no statistical significance of the authentic and transformational leadership model of the directors of tambon health promoting hospitals, especially between male and female genders (p > .05). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=authentic%20leadership" title="authentic leadership">authentic leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=tambon%20health%20promoting%20hospital" title=" tambon health promoting hospital"> tambon health promoting hospital</a> </p> <a href="https://publications.waset.org/abstracts/25015/authentic-and-transformational-leadership-model-of-the-directors-of-tambon-health-promoting-hospitals-effecting-to-the-effectiveness-of-southern-tambon-health-promoting-hospitals-the-interaction-and-invariance-tests-of-gender-factor" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25015.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">439</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1392</span> Relationship with Immediate Superior, Leadership, and Career Success of Managers</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=L.%20N.%20A.%20Chandana%20Jayawardena">L. N. A. Chandana Jayawardena</a>, <a href="https://publications.waset.org/abstracts/search?q=Ales%20Gregar"> Ales Gregar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Occupational Self Efficacy (OSE) reflects the conviction of a person’s ability to fulfill his job related behavior at a perfectly acceptable level to the employer. Transformational leadership improves followers’ commitment by influencing their needs, values, and self-esteem. Employees also develop a dyadic relationship with their immediate superiors. Study was conducted amongst one hundred and twenty two (122) bank managers in Sri Lanka. They were selected based on multi-stage (seniority in the hierarchy, gender, department-wise etc.) stratified random sampling. Major objectives of this study were to analyze the impact of transformational leadership style, and OSE along with socio-demographic factors, and career, job and organizational experience, to the career satisfaction of managers. SPSS software was used for parametric and non-parametric statistical analyses. Career satisfaction had positive impacts on their transformational leadership style, and their relationships with the immediate superior. Impact of socio-demographic factors, and career exposure to career satisfaction was assessed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=career%20success" title="career success">career success</a>, <a href="https://publications.waset.org/abstracts/search?q=relationship%20with%20immediate%20superior" title=" relationship with immediate superior"> relationship with immediate superior</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=occupational%20self%20efficacy%20%28OSE%29" title=" occupational self efficacy (OSE)"> occupational self efficacy (OSE)</a> </p> <a href="https://publications.waset.org/abstracts/7907/relationship-with-immediate-superior-leadership-and-career-success-of-managers" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/7907.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">330</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1391</span> The Effect of Leadership Styles on Continuous Improvement Teams</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Paul%20W.%20Murray">Paul W. Murray</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research explores the relationship between leadership style and continuous improvement (CI) teams. CI teams have several features that are not always found in other types of teams, including multi-functional members, short time period for performance, positive and actionable results, and exposure to senior leadership. There is not only one best style of leadership for these teams. Instead, it is important to select the best leadership style for the situation. The leader must have the flexibility to change styles and the skill to use the chosen style effectively in order to ensure the team’s success. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20style" title="leadership style">leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title=" lean manufacturing"> lean manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=teams" title=" teams"> teams</a>, <a href="https://publications.waset.org/abstracts/search?q=cross-functional" title=" cross-functional"> cross-functional</a> </p> <a href="https://publications.waset.org/abstracts/2431/the-effect-of-leadership-styles-on-continuous-improvement-teams" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2431.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 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