Transformational and Transactional Leadership as a Function of Employee 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.

SITUATIONAL AND INTERACTIONIST LEADERSHIP THEORIES

This research was conducted for the Makassar City Manpower Office. This study aims to determine 1) transformational and transactional leadership styles, 2) employee commitment levels, 3) employee performance levels, 4) the effect of transformational leadership on employee performance, 5) the effect of transactional leadership on employee performance, 6) the effect of transactional leadership on performance. employees. organizational commitment to employee performance. employee performance, 7) The relationship and influence of transformational leadership and organizational commitment to employee performance, 8) Relationship and influence of transactional leadership and organizational commitment to employee performance. The research method used is quantitative research with a population of 120 people and a sample of 70 respondents. The research instrument used questionnaires and documentary methods, while the data analysis technique used descriptive analysis and multiple linear regression. The results of this study indicate that transformational leadership is highly rated based on employee observations, the level of organizational commitment, and employee performance has high scores, even though transactional leadership is rated below average. In conclusion, points four to six have a low positive effect, while points seven and points eight also have a low positive effect and the relationship of the two independent variables has a low value

The purpose of this study is to describe and analyze the Influence of Transformational and Transactional Leadership on Employee Performance through Conflict Resolution. This type of research is explanatory research with a quantitative approach. The population is all Pesen Village Government employees 39 people. The sampling technique is by census sampling, so that the sample is 39 people. Methods of data collection with questionnaires and documentation were analyzed using Partial Least Square (PLS). The results showed that transformational leadership, transactional, conflict resolution and the performance of Pesen Village Government employees, Kanor District, Bojonegoro Regency were in the very high category, Transformational leadership had a significant effect on conflict resolution, Transactional leadership had no significant effect on conflict resolution, Transformational leadership had a significant effect on performance, Leadership transactional has no significant effect on performance, conflict resolution has a significant effect on performance, transformational leadership has a significant effect on performance through conflict resolution, transactional leadership has no significant effect on performance through conflict resolution.

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 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.

AIM: This study examines the effect of transactional leadership on safety climate via employee well-being and transformational leadership among nurses during COVID-19 pandemic. BACKGROUND: Exploration of the safety climate among nurses in COVID-19 pandemic has received little attention, but is of acute importance because of their potential effects on safety outcomes. METHODS: The data used for the study are obtained from self-reported surveys, originally collected by the 314 Pakistani nurses during COVID-19. Analysis of variance is used to identify the confounding variables of transactional leadership, transformational leadership and safety climate. Hierarchical linear regressions are used to explore moderating effects of transformational leadership on transactional leadership → employee well-being and effects of transformational leadership on employee well-being → safety climate. Based on social learning theory and social exchange theory, several hypotheses are established. RESULTS: 2-factor structures have been found among transformational leadership (motivational leadership, inspirational leadership), transactional leadership (active leadership, contingent leadership), and safety climate (compliance with safety rules, occasional deviations), respectively. Analysis of variance indicates socioeconomic factors are related with transformational leadership, transactional leadership, employee well-being, and safety climate. Hierarchical linear regression shows that motivational leadership significantly moderate the relationship between contingent leadership and employee well-being (β=.161; _p_=0.19) when controlling for a variety of individual characteristics. There are negative significant Inspirational leadership×employee well-being for compliance with safety rules (β= -.299,_ p_ &lt; .001) and positive significant motivational leadership×employee well-being for occasional deviations (β= .091, p = .047) when controlling for a variety of individual characteristics. Significant relationships between contingent leadership and compliance with safety rules (β=.152, p =.032), between active leadership and occasional deviations (β=.349, p &lt; .001), between contingent leadership and occasional deviations (β=.422, p &lt; .001) are found. CONCLUSIONS: This study identifies moderating mechanism of transformational leadership on the association between transactional leadership and employee well-being and between transactional leadership and safety climate. These findings highlight the importance of employee well-being in the relationship between transactional leadership and safety behaviors among nurses. IMPLICATIONS FOR NURSING MANAGEMENT: To increase staff nurses' safety climate, we suggest that nurse managers contingent leadership styles and employee well-being could be improved. The nurse managers should consider their leadership style from the point of view of employee well-being. Nurse managers must address contingent leadership that affect employee well-being because this has an impact on safety climate.

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

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

With the lens of sensemaking theory, this research aims to examine the effect of transformational and transactional leadership on employee creativity with psychological empowerment acting as a mediator. This research used quantitative methods with primary data sources. Data was collected by designing in such a way and distributing questionnaires via online. The sample size in this research was 157 respondents who work in various industries such as services, manufacturing, educational institutions, and banking. The data analysis used multiple linear regression and mediating testing procedure by Preacher and Hayes. The results showed that transformational leadership, transactional leadership, and psychological empowerment had a significant positive effect on creativity. Transformational and transactional leadership have a significant positive effect on psychological empowerment. Psychological empowerment succeeded in being mediator for the two different leadership styles in nature, that are transformational and transactional leadership, influencing on creativity. This research contributes to the development of literature on two types of leadership at once, namely transformational and transactional. So far, transactional leaders are considered to have a negative effect on outcome variables. However, this research is able to reveal the same capability between transformational and transactional in improving employee performance particularly in emerging country context.

This study aimed to analyze the effect of transformational leadership and work motivation on employee performance through job satisfaction as a mediating variable at the Faculty of Humanities UIN Maulana Malik Ibrahim Malang. The research sample consisted of 250 employees who were given a questionnaire via WhatsApp via the Google Forms link, using a 5-point Likert scale to measure respondent agreement with the statement. The data analysis technique used Smart PLS (Partial Least Square) software. The results of this study indicate that transformational leadership has a significant effect on job satisfaction, work motivation has a significant effect on job satisfaction, transformational leadership has a significant effect on employee performance, work motivation has a significant effect on employee performance, job satisfaction has a significant effect on employee performance, transformational leadership has a significant effect on employee performance through job satisfaction, work motivation has a significant effect on employee performance through job satisfaction. This study shows that employee performance is, directly and indirectly, influenced significantly by transformational leadership and work motivation using a strong mediating variable of job satisfaction. This means that leadership style and motivation levels must be improved for employee job satisfaction and performance to increase. This study provides implications for institutional leaders to encourage a transformational leadership style, develop work motivation improvement programs, and build a work environment that supports job satisfaction.

This study examined the causal relationship among transactional leadership and transformational leadership as well as dimensions of trust and organizational commitment, and confirmed cognitive trust and affective trust play mediators between leadership and organizational commitment from Taiwan’s hotel employees’ perceptive. Results showed that transformational leadership had positive influences on cognitive and affective trust. Transactional leadership had negative effect on cognitive trust. Cognitive trust had positive effect on continuance commitment. Affective trust had positive influences on normative and affective commitment. Cognitive trust played a full mediator between transformational leadership and continuance commitment. Affective trust played a partial mediator between transformational leadership and normative commitment as well as between transformational leadership and affective commitment.

This article examines the effects of transformational and transactional leadership on teachers' job satisfaction, organizational commitment, and organizational citizenship behavior in the context of schools in a specific developing country context, that of Tanzania. It does so by testing a model of such effects using a set of data collected from a sample of Tanzanian primary school teachers. Regression analyses show transformational leadership dimensions to have strong effects on teachers' job satisfaction, organizational commitment, and organizational citizenship behavior. Transformational leadership had significant add-on effects to transactional leadership in prediction of job satisfaction, organizational commitment, and organizational citizenship behavior. Job satisfaction appears to be a mediator of the effects of transformational leadership on teachers' organizational commitment and organizational citizenship behavior. Implications and directions for future research are discussed.