Transactional and Transformational Leadership in Nursing: Structural Validity and Substantive Relationships

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.

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.

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

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 paper’s main objective is to determine whether transformational leadership model has an impact on the performance of state-owned enterprises in emerging economies in view of the continued underperformances by a majority of these enterprises due to a diverse contextual constraints. A positivism research paradigm and cross-sectional research design were adopted and a Multifactor Leadership Questionnaire (MLQ5) was used to collect data from the sampled 78 state-owned enterprises in Zimbabwe. The Logistics Regression and the Ordinary Least Squares methods were used to analyse data. Charisma/Role Model, Contingent Rewards and Individual Consideration traits of the Transformational Leadership model confirmed the paper’s hypothesis that Transformational leadership model has a positive impact on the performance of SOEs. Therefore, practical recommendations are that SOEs should adopt and institutionalize the transformational leadership traits such as Charisma/Role Model, Contingent Rewards and Individual Consideration traits as these positively and significantly impact on organizational outcomes which in turn can improve the performance and relevance of SOEs. The research advances new insights on leadership in SOEs operating in a challenging environment which can be extended to other African countries thereby extending research on SOEs’ contributions to other emerging economies.

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.&#x0D; 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.&#x0D; 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.&#x0D; To enrich the debate further, this study explored the relationship between transformational and transactional leadership styles and employees’ organizational citizenship behavior.&#x0D; The research questions focused on the correlation between leadership styles and organizational citizenship behavior (OCB).&#x0D; 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.&#x0D; 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.&#x0D; Limitations and suggestions for upcoming studies have been discussed.

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.

Transformational leadership and career making: sex differences in consequences of effective leadership Transformational leadership and career making: sex differences in consequences of effective leadership Marloes L. van Engen &amp; Claartje J. Vinkenburg, Gedrag &amp; Organisatie, Volume 18, April 2005, nr. 2, pp. 103-121 Despite indications that women, when compared to men, make more use of the effective leadership styles (i.e. transformational leadership) and less use of ineffective leadership styles (transactional and laissez-faire leadership), women in top level leadership positions remain scarce. In this study the relationship between leadership styles and career making is examined. Respondents indicated the degree to which leadership behaviors, measured by 36 items of the Multifactor Leadership Questionnaire, were likely to lead to the promotion of male and female managers to middle, higher and top management positions. The results show that transformational leadership, especially 'inspirational motivation', contributes to a larger extent to getting promoted than transactional and laissez-faire leadership. 'Individualized consideration' was found to be more important for the promotion of female managers than for the promotion of male managers. Meanwhile, 'individualized consideration' and 'contingent reward' were seen as particularly important for promotions to middle and higher management levels, and less so for promotions to top management levels. Thus, female managers may be confronted with the paradox that the style that is seen as most suitable for them is not the style that helps them to get promoted to the top level of organizations.

Transformational and contingent reward leadership: Individual, dyad, and group levels of analysis

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.

This study examines whether the behaviors of transformational, transactional, and laissez-faire leadership are perceived as being more typical of female or male leaders. In a questionnaire study, 113 participants in Germany were asked to rate the probability of occurrence of a specific leadership behavior for male and female leaders, respectively. A diagnostic ratio for each leadership behavior allows the determination of the direction and degree of gender-specific evaluations. As predicted, transformational leadership is believed to be more typical of female leaders. Nevertheless, inspirational motivation and idealized influence attributed are rated as being gender neutral. For transactional leadership, contingent reward was perceived to be more typical of female leaders, whereas management by exception was rated as neutral. Contrary to expectation, laissez-faire was not perceived as more typical of male leaders, but rather as gender neutral. Implications regarding potential gender biases for selection, training, and performance appraisals of leaders are discussed.

PurposeThe purpose of this study is to examine the influences of transactional and transformational leadership styles on employee job satisfaction, employee affective commitment and organisational citizenship behaviour (OCB) within Moroccan organisations.Design/methodology/approachData were gathered from a sample of 219 employees working in seven different industries in Morocco and analysed using Structural Equations Modelling (SEM).FindingsSEM analyses reveal that employee job satisfaction, affective commitment and OCB are only impacted by thepersonal recognitiondimension of the transformational leadership style. The study indicates thatcharismaandintellectual stimulation(transformational leadership) as well ascontingent rewardandmanagement-by-exception(transactional leadership) did not yield significant results.Research limitations/implicationsThe use of a cross-sectional research design limits establishing cause-and-effect relationships.Practical implicationsThe results of the current study may be of use and interest for organisations in designing effective leadership training programs, as it takes into account how managers and/or practitioners tap into their subordinates’ effective behaviour.Originality/valueWith insights derived from a non-Western perspective, the major theoretical contribution of the present study lies in exploring the effects of transactional and transformational leadership styles on employee job satisfaction, employee affective commitment and OCB in Morocco.

The influence of supervisor leadership practices and perceived group safety climate on employee safety performance