Legitimacy in the Academic Presidency

SITUATIONAL AND INTERACTIONIST LEADERSHIP THEORIES

The Impact of Transformational and Transactional Leadership to Subordinates' Job Satisfaction, Organizational Commitment Affect to Team Effectiveness

This study examined the relationships between transformational and transactional leadership and organizational citizenship behavior in the Public Service Sector of Sierra Leone.
 While most prior studies have examined transformational leadership-organizational citizenship behavior and transactional leadership-organizational citizenship behavior relationships in developed countries from the western world, testing the mediating influence of transactional and transformational leaderships on employees’ citizenship behaviors in public sector organizations in Africa remains scarce.
 It also tries to fill a critical research gap in human resource management by focusing on a non-western context. The constructs: transformational and transactional leadership, organizational citizenship behavior are not very familiar in the human resource research domain in Sierra Leone as opposed to other styles of leadership like Autocratic, Laissez faire etc that are commonly used. Consequently, the broader objective of this research was to examine the links between transformational leadership, transactional leadership, and organizational citizenship behavior at the Public Service Sector in Sierra Leone.
 To enrich the debate further, this study explored the relationship between transformational and transactional leadership styles and employees’ organizational citizenship behavior.
 The research questions focused on the correlation between leadership styles and organizational citizenship behavior (OCB).
 To achieve the objective of the research, a case study research design was used; Quantitative research technique also used; the main variables in the study were used to design a questionnaire in collecting the data: using a sample population of 250 through simple random sampling to conduct this study. This research followed a structural equation model (SEM) approach with validity and reliability tests done to validate the data before testing the hypothesis.
 The survey planet - a virtual data analysis software was used to analyze the completed online survey items. It has an automated analysis system. The likert scale of 1 to 5 was used to gauge responses from respondents. Statistical analysis method is used for the analysis. Based on the results obtained, the study deduces implications for both theory and practice. Hence, all public service institutions must raise managers' awareness and train them properly so that they can efficiently improve and manage the affairs of the institution.
 Limitations and suggestions for upcoming studies have been discussed.

Transformational and charismatic leadership: Assessing the convergent, divergent and criterion validity of the MLQ and the CKS

This study assessed the association between leadership styles and organisational citizenship behaviour (OCB) of teachers in government-aided primary schools in Sheema Municipality, Uganda. The study examined whether transformational, transactional, and laissez-faire leadership styles had a significant impact on OCB. By employing a quantitative approach and correlational design, the study interrogated the predictive strength of leadership styles on OCB. The sample comprised 212 primary teachers who provided data through a self-administered questionnaire. Data were analysed quantitatively using descriptive statistics, correlation, and hierarchical regression analyses. Descriptive results revealed that while OCB of the teachers was high, the use of transformational, transactional, and laissez-faire leadership styles by head teachers was moderate. At the preliminary level, correlation analysis revealed that while transformational and transactional leadership styles had a positive and significant relationship with OCB, laissez-faire leadership had a negative and insignificant relationship. At the confirmatory level, hierarchical regression revealed that while transformational and transactional leadership styles were positively significant predictors of OCB, laissez-faire leadership was a positive but insignificant predictor. Therefore, it was concluded that transformational leadership style is essential in fostering OCB, transactional leadership is imperative in enhancing OCB of employees, and laissez-faire leadership does not meaningfully predict OC. The study recommends that head teachers should practice transformational leadership to foster OCB, implement transactional leadership to promote OCB of teachers, and offer some laissez-faire leadership depending on contextual factors. The practical significance of this study is that it provides guidance to head teachers on how to implement different leadership styles to promote OCB of teachers.

BackgroundFor the purpose of providing excellent patient care, residents need to be strong, effective leaders. The lack of clinical leadership is alarming given the detrimental effects on patient safety. The objective of the study was to assess whether a leadership training addressing transactional and transformational leadership enhances leadership skills in residents.MethodsA volunteer sample of 57 residents from postgraduate year one to four was recruited across a range of medical specialties. The residents took part in an interventional controlled trial. The four-week IMPACT leadership training provided specific strategies for leadership in the clinical environment, addressing transactional (e.g. active control, contingent reward) and transformational leadership skills (e.g. appreciation, inspirational motivation).Transactional and transformational leadership skill performance was rated (1) on the Performance Scale by an external evaluator blinded to the study design and (2) self-assessed transformational and transactional leadership skills. Both measures contained items of the Multifactor Leadership Questionnaire, with higher scores indicating greater leadership skills.ResultsBoth scores were significantly different between the IMPACT group and the control group. In the IMPACT group, the Performance Scale increased 15% in transactional leadership skill performance (2.10 to 2.86) (intervention effect, 0.76; 95% CI, 0.40 to 1.13; p < .001, eta2 = 0.31) and 14% in transformational leadership skill performance (2.26 to 2.94) (intervention effect, 0.68; 95% CI, 0.27 to 1.09; p < .001, eta2 = 0.22). The self-assessed transactional skills revealed a 4% increase (3.83 to 4.03) (intervention effect, 0.20; 95% CI, 0.08 to 0.33; p < .001, eta2 = 0.18) and a 6% increase in transformational leadership skills (3.54 to 3.86) (intervention effect, 0.31; 95% CI, 0.02 to 0.40; p< .001, eta2 = 0.53).Discussion and conclusionsThese findings support the use of the transactional and transformational leadership framework for graduate leadership training. Future studies should incorporate time-latent post-tests, evaluating the stability of the behavioral performance increase.

This study examines leadership factors that affect knowledge creation in Sri Lankan software industry. For this study, transformational and transactional leadership styles are considered and their effect on knowledge creation is assessed. Organizational culture is considered to have a moderating effect on the relationship between leadership behaviors and knowledge creation. The study is based on four variables; two independent variables, transformational leadership and transactional leadership, one moderating variable, organizational culture and one dependent variable, knowledge creation. According to the findings of the research with participant (n=152) feedback, both transformational leadership and transactional leadership have strong positive correlations with knowledge creation. Organizational culture moderates the correlation between transactional leadership and knowledge creation. Among the individual factors of transformational and transactional leadership, Individualized consideration has the highest positive correlation with knowledge creation. Organizational culture found to be moderating the knowledge creation through transactional leadership while culture has no moderating effect on knowledge creation through transformational leadership. The research suggests that affective leadership practices can positively contribute to the knowledge creation in software development organizations.

PurposeThis paper investigates the relationship between transformational leadership and service quality in UAE hospitals. The paper first determined the level of satisfaction of patients with the service quality they received. The paper also analyzed how hospital employees perceived the dimensions of transformational and transactional leadership of their leaders. Finally, the relationship between the dimensions of service quality and those of transformational and transactional leadership was investigatedDesign/methodology/approachTwo questionnaires were administered. The first questionnaire addressed service quality using an adapted SERVQUAL. The second one addressed transformational and transactional leadership using the multi‐level leadership questionnaire. The first questionnaire was distributed to patients of six major UAE hospitals while the second one was distributed to employees of the same hospitals. Data were collected and analyzed using SPSS.FindingsThe paper found that UAE patients were generally satisfied with the service quality rendered by their hospitals. It however found that hospital employees had a low rating of their leaders in terms of the transformational leadership and contingent reward. Finally, service quality was found to be positively related to all dimension of transformational leadership and the transactional leadership dimension of contingent reward. The two dimensions of active exception and passive avoidant leadership were negatively related to service quality.Originality/valueThis paper bridged an important gap in the literature by addressing the relationship between service quality and transformational leadership. It provided important guidelines for managers on the dimensions of leadership that needed to be enhanced in order to improve service quality.

This study aimed at examining the influence of transformational and transactional leadership on organisational performance by using Ruaha Catholic University of Tanzania as a case study. Quantitative data was collected from 130 employees of the university by using a standard questionnaire. Data analysis was done by using descriptive and inferential statistics, specifically linear regression. Descriptive results were presented using frequencies, means and standard deviations while results from inferential statistics were presented in the form of correlations and regressions. Transformational and transactional leadership were found to have mean values that are above average score and the difference between the two leadership styles were not significantly big. However, the findings show that leaders practised more of transactional leadership than transformational leadership since transactional leadership had higher mean score value. Moreover, the study found that both transformational and transactional leadership have significant positive linear relationships with organisational performance. The findings give an implication that both transformational and transactional leadership can be used concurrently to bring about positive results in an organisation.

This paper seeks to examine transformational and transactional leadership, employees’ organizational citizenship behavior, employees’ job satisfaction and perceived organizational sup­port; which are employees' organizational citizenship behavior associations. In addition, this study explores the mediating role of employees’ job satisfaction and perceived organizational support in the relationship between transformational and transactional leadership styles and employees’ organizational citizenship behavior. The study was conducted at the University of Birjand, Iran, on a sample of 250 employees. This research follows a descriptive and correlational approach. Our findings show that transformational leadership and employees’ job satisfaction and perceived organizational support positively and significantly influence employees’ organizational citizen-ship behavior. Additionally, results revealed that employees’ job satisfaction mediates the asso­ciation between transformational and transactional leadership and employees’ organizational citizenship behavior. Moreover, employees perceived organizational support mediates the asso­ciation between transformational and transactional leadership and employees’ organizational citi­zenship behavior. Iranian organizations, especially universities, should invest in transformational leadership and job satisfaction, as well as in the selection of managers with transformational lead­ership styles and employees who are eager to work at the university, in order to enrich the organi­zational citizenship behavior of employees.

In a company, leaders and employees are two things that are interconnected with each other. Both have an impact on the company, both positive and negative impacts. A leader plays a very important role in the process of increasing and maintaining the discipline, integrity, and performance of an employee. A leader also needs to determine his leadership style in providing direction and changes to employee performance. This study aims to determine the effect of transformational and transactional leadership styles on performance with discipline and integrity as intervening variables. Transformational change is measured through individual consideration, inspirational motivation, intellectual stimulation. Transactional speed is measured through contingent reward, active management, passive management. Discipline is measured by example, waskat, and firmness. Integrity is measured through honesty, consistency, commitment. Performance is measured through the quality of work, responsibility, cooperation. The method used is quantitative with a sample taken of 110 employees of the Telkom Group South Surabaya. The data analysis technique uses the Structural Equation Modeling (SEM) method using IBM SPSS and AMOS version 24. The results of this study indicate that (1) transformational leadership has a significant effect on discipline, (2) transactional leadership has no significant effect on discipline, (3) transformational leadership has a significant effect on integrity, (4) transactional leadership has no significant effect on integrity, (5) transformational leadership has no significant effect on performance, (6) transactional leadership has a significant effect on performance, (7) discipline has a significant effect on performance, (8) integrity has a significant effect on performance.

The purpose of this research is to examine the effect of transformational and transactional leadership on the employee performance of chicken slaughterhouse with the mediation of innovative work behaviour. This study was conducted on Chicken Slaughterhouse PT. XYZ, from which 120 employees were selected as the respondents using purposive sampling. The data was harvested from questionnaires and was analyzed using Partial Least Squares in SmartPLS 3.2.9. The results of the study show that transformational leadership has no direct significant effect on employee performance, whereas transactional leadership has a direct positive and significant effect on employee performance. Furthermore, the research results also show a positive and significant effect of transformational and transactional leadership on innovative work behavior and innovative work behavior has a positive and significant effect on employee performance. Interestingly, innovative work behavior is able to mediate the influence of transformational and transactional leadership on employee performance.

Purpose: Using responses from 176 employees working in the top leadership role in the FMCG sector of Pakistan, this study aimed to investigate the effect of transformational and transactional leadership on employee performance.&#x0D; Design/Methodology/Approach: A quantitative approach was adopted, while a convenience sampling technique was used for data collection. The results were analyzed using the SmartPLS and SPSS, i.e., Partial Least Square, and the Measurement Model included Confirmatory Factor Analysis and Factor Loadings.&#x0D; Findings: According to the findings of our study, transactional (TRLS) and transformational leadership (TFLS) are positively correlated with employee performance. Thus, transformational and transactional leadership positively affect employee performance in Pakistan’s FMCG sector&#x0D; Implications/Originality/Value: This study shall help the directors, top management, and executives working in the leadership roles to develop better pathways for achieving high objectives in terms of performance.

This study examines the comparative effectiveness of transformational, transactional, and servant leadership styles in fostering knowledge-sharing behaviors and optimizing knowledge management (KM) in knowledge- intensive organizations (KIOs). Given the critical role of knowledge as an organizational asset, leadership is a key determinant in shaping KM effectiveness. Through a qualitative comparative approach, this research synthesizes existing literature to assess how different leadership styles influence KM practices, knowledge-sharing culture, and organizational competitiveness. Findings indicate that transformational leadership is the most effective in fostering an innovation-driven and collaborative knowledge-sharing environment. By emphasizing vision-setting, motivation, and trust-building, transformational leaders encourage knowledge exchange and drive organizational adaptability. Transactional leadership, while ensuring structured and compliance-driven KM practices, is less adaptable to dynamic knowledge environments. Servant leadership, which prioritizes psychological safety and trust-based knowledge-sharing, is effective in enhancing voluntary knowledge-sharing behaviors but may lack strategic direction in formalized KM settings. The study concludes that no single leadership style is universally superior for KM. Instead, a hybrid leadership approach, integrating transformational, transactional, and servant leadership elements, offers the most balanced strategy for fostering knowledge-sharing cultures. Practical recommendations include context-specific leadership training, overcoming KM barriers, and aligning leadership strategies with organizational knowledge goals. Future research should explore empirical case studies, hybrid leadership models, and the impact of digital KM transformations This research contributes to the growing discourse on leadership and KM, offering actionable insights for organizations seeking to enhance their knowledge assets, drive innovation, and sustain competitive advantage in knowledge-intensive industries.

Featuring more than twenty-five case studies of leaders throughout history, A Casebook of Transformational and Transactional Leadership supplements existing texts on transformational leadership and the full range model to promote higher levels of understanding of transformational and transactional leadership behaviors. Beginning with an overview of transformational and transactional behavior components, Arenas describes the original tenets of leadership researchers, demonstrating how practicing the principles of full range leadership can aid those who guide or manage others. The subsequent chapters examine influential figures from various organizational environments to provide readers with examples that connect with core full range leadership concepts. Finally, each chapter ends with a discussion question, helping to engage students with the material and encouraging further reflection and study. A Casebook of Transformational and Transactional Leadership is essential reading for both graduate and undergraduate students of leadership development, as well as military and non-military professionals in leadership, leadership development, business and management, and education.