The Impact of a Simulation Based Leader Development Training Program on Transformational and Transactional Leadership Behavior

Further specification of the leader political skill–leadership effectiveness relationships: Transformational and transactional leader behavior as mediators

This study examines the impact of transformational and transactional leader behaviors on the sales performance and organizational citizenship behaviors of salespeople, as well as the mediating role played by trust and role ambiguity in that process. Measures of six forms of transformational leader behavior, two forms of transactional leader behavior, trust, and role ambiguity were obtained from 477 sales agents working for a large national insurance company. Objective sales performance data were obtained for the agents, and their supervisors provided evaluations of their citizenship behaviors. The findings validate not only the basic notion that transformational leadership influences salespeople to perform “above and beyond the call of duty” but also that transformational leader behaviors actually have stronger direct and indirect relationships with sales performance and organizational citizenship behavior than transactional leader behaviors. Moreover, this is true even when common method biases are controlled. The implications of these findings for future research are discussed.

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.

The goal of this article is to study the effects of transformational versus transactional leadership behavior on how followers report their level of moral identity. Using field survey data ( n = 672) and experimental data ( n = 225), the authors found that transformational leadership and transactional leadership (including contingent reward and active management-by-exception) have a positive effect on priming follower moral identity. In addition, results also revealed that transformational leadership behavior has a larger positive effect on follower moral identity than transactional leadership. Furthermore, this study established the preliminary construct validity of a scale of moral identity. The theoretical implications, practical implications, and future research recommendations of these results are discussed.

The study examined Gutmann’s (1987) theoretical framework of democratic education in an empirical context of some private middle schools operating in Lebanon. The research examined the relationship of teachers’ Transformational leadership (TL) behavior and process-based curriculum with democratic classroom climate, as democratic means, and student’s participatory citizenship, as democratic ends, for middle school students in Lebanon. The sample consisted of 12 teachers and 301 students from grades 6, 7, and 8 in 4 schools. The instruments used were Multifactor Leadership Questionnaire (5x), Democratic Classroom Climate, and Participatory Citizenship. The results indicated no significant correlation between teacher’s TL behavior and Democratic Classroom Climate. Also, there was no significant correlation between teacher’s TL behavior and middle school students’ participatory citizenship. On the other hand, process-based curriculum schools scored significantly higher than non-process-based curriculum schools on democratic classroom climate. Moreover, process-based curriculum schools scored higher than non-process-based curriculum schools on students’ participatory citizenship with marginal significance. Further analyses showed that process-based curriculum schools score significantly higher than non-process based curriculum schools on teacher’s Transformational Leadership behavior. Thus, it is concluded that democratic means and ends, in addition to teacher’s TL behavior, are more evident at process versus non-process-based curriculum schools. Finally, as part of further analyses, a significant positive correlation between democratic classroom climate and participatory citizenship gives further support for Gutmann’s framework of democratic education in its means and ends.

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.

Leadership development research has largely drawn on experiential and enactive learning theories to explore the positive effects of developmental challenge on leaders. In contrast, we examined potential positive and negative effects of developmental challenge (i.e., challenging job assignments) on leader behavior through an alternative theoretical lens--transactional stress theory. We predicted, on one hand, that developmental challenge may be associated with higher leader engagement and transformational leadership behavior; however, developmental challenge also has the potential to be associated with higher leader emotional exhaustion and laissez-faire leadership behavior. We further proposed that leadership self-efficacy (LSE) moderates these potential effects of developmental challenge and helps explain why leaders react either positively or negatively to developmental challenge. We tested our hypotheses in a sample of 153 leaders and 631 direct reports at a Fortune 500 company. Findings supported positive relationships among developmental challenge, leader engagement, and transformational leadership. However, we also found support for significant relationships among developmental challenge, emotional exhaustion, and laissez-faire leadership. Additionally, leaders lower in LSE were more likely to encounter the negative effects of developmental challenge by experiencing increased emotional exhaustion and displaying laissez-faire leadership behaviors. Our study contributes to theory and practice by elucidating a "dark side" of developmental challenge, identifying LSE as a moderator of the negative effects of developmental challenge, identifying antecedents of transformational and laissez-faire leadership behaviors, and investigating demands and stress in leadership roles.

Transformational leadership and job performance: A social identity perspective

The moderating effect of managers' leadership behavior on salespeople's self-efficacy

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

MP96-01 SURGEON LEADERSHIP IN THE OR: THE EFFECTS OF POSITIVE AND NEGATIVE BEHAVIORS ON SURGICAL TEAM PERFORMANCE

The interaction between leaders and employees plays a key role in determining organizational outcomes and performance. Although the human resources management literature posits positive effects of leadership behaviors on employee job satisfaction, the causal path between the two is unclear due to potential endogeneity issues inherent in this relationship. To address the issue, we first provide theoretical explanations about why and how transformational and transactional leadership behaviors would enhance employee job satisfaction. Second, we test the relationship between leadership behaviors and employee job satisfaction using panel data from a year-long randomized field experiment that engaged leaders and employees from hundreds of public and private organizations in Denmark. Primary findings suggest that although leadership training does not have direct effects on changes in employee job satisfaction, leadership-training-induced changes in leadership behaviors (transformational leadership and verbal rewards) are positively related to changes in job satisfaction.

Purpose – Aims to examine effective and ineffective leader behaviors from direct participant observations in several cases of a large multiyear cross-industry international research project to prove the hypothesis that effective team performance management requires strong transformational leadership. Design/methodology/approach – Transformational and charismatic leadership theories are briefly discussed from management science to explain how their principles can apply to and be analyzed in the project domain and other fields. Several popular and proven group leader behavior measurement constructs are discussed to show how they can be applied for assessing group leader behavior in any field. Two flexible taxonomies are built for assisting in quantitatively and qualitatively explaining stakeholder perceptions of group leader behaviors and team performance. Four theoretically sampled case studies are analyzed. The taxonomies are analyzed quantitatively and the results are qualitatively evaluated. Findings – The structured research illuminated that both effective and absent transformational leadership behaviors were practiced (idealized influence, inspirational motivation, individualized consideration, intellectual stimulation), which can go unnoticed and un-reflected in the everyday pandemonium of busy project schedules, competing values, and organizational crises, yet in retrospect, these results show that passive or absent leadership is noticed by the team members and sponsors; moreover it negatively impacts on both project effectiveness and stakeholder satisfaction! Research limitations/implications – Leaders, team members, stakeholders, and managers benefit from understanding transformational leadership, since it supports better human relations and organizational change. These cases show that effective team performance can result in minimal application of transformational leadership behaviors as long as they are not absent when required, and positive (not negative such as micro-management). Originality/value – This research suggests that leader behavior is complex since it is situational, supported by multiple and concurrent leadership and trait theories, as well as partly driven by dominant personality.

PurposeIn times of crisis and volatility, especially in the Covid-19 scenario, project organisations are facing multifaceted threats. Project organisations are inclining towards flatter organisational structures. Employees are demanding more decision-making authority due to the changing working scenario. Despite the advancement in project management, a hard skill side, project organisations are still struggling to achieve successful projects. The project manager's leadership, employee self-leadership and soft skills are presented as the solution to these aggravated problems. This article attempts to determine whether a transformational leadership style can influence project success, directly and indirectly through employee self-leadership.Design/methodology/approachThe author raises the hypothesis, supported by social cognitive theory, that transformational leadership impacts project success directly and indirectly through self-leadership. Data were collected from 289 project team members in the IT sector, and the proposed relationships were assessed through Partial least squares structural equation modelling PLS-SEM.FindingsResults show that a project manager's transformational leadership behaviour and employee self-leadership positively impact project success. Additionally, self-leadership mediates the relationship between transformational leadership and project success. Lastly, empowerment demonstrated significant moderation for self-leadership and project success, and for transformational leadership and project success.Research limitations/implicationsIn this study, one obvious methodological limitation is a cross-sectional design. Future research can be performed while adopting a longitudinal research design. Another conceptual limitation of the model is that the authors did not include all transformational leadership dimensions, which can be considered for future studies while replicating this research model. Another future front can be by examining other leadership styles. Another research limitation may be the single source data collection, a future study may be conducted by several sources for data collection to adequately test both of the leadership styles at different hierarchies and for project success.Originality/valueThe paper contributes to the literature by finding that, in crises, a project manager's transformational leadership style enhances project success. In practice, project managers are needed to adopt transformational behaviour and encourage employee self-leadership and empowerment.

A workforce comprising individuals from diverse cultural backgrounds necessitates attention to subordinate leadership preferences. Exploratory studies conducted within an Australian Government department examined the mix of leadership behaviours that different cultural workgroups preferred their supervisors to display. Transactional and transformational leadership approaches were explored and workgroups were classified either as Australian or Non‐Australian background (NAB). Case study methodology employing semi‐structured interviews, written surveys, organisational document review and on‐site observations was used. Findings indicate that Australian supervisors and their subordinates were not aware of the types of, or the subordinates’ preferences for leadership behaviours displayed by the supervisors. While both cultural workgroups preferred transformational leadership behaviours, they differed in the mix and intensity of transactional and transformational leadership behaviours they would prefer their supervisors to display. The findings have significance for supervisory leadership practices and leadership training for organisations and leaders who wish to develop their culturally diverse workgroup leadership skills.