“You get what you appreciate”

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.

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.

General background:In a dynamic world of work today, where more and more tasks have to be carried out in teams, employees are required to be able to work more flexibly and help the others in their team. This behavior is called organizational citizenship behavior (OCB). Specific background: OCB will appear when employees feel satisfied with the work they have. There are several leadership styles that can influence the growth of OCB behavior and job satisfaction felt by employees, one of which is the transformational leadership style. Aims:This study aims to determine whether there is a relationship between transformational leadership style and organizational citizenship behavior, mediated by job satisfaction among BPS employees in the North Maluku Province region using SEM-PLS. Results: Primary data was collected from a sample of 158 employees. The research results show that the transformational leadership style has a positive and significant effect both directly on employee OCB and indirectly mediated by employee job satisfaction variables.Novelty: highlights the key role of job satisfaction on OCB. Implications:Reccomends to pay attention to employee satisfaction and needs at work Highlights: Transformational leadership significantly enhances employee job satisfaction and OCB. Job satisfaction mediates the relationship between transformational leadership and OCB. Effective leadership styles are essential for fostering a positive work environment and maximizing employee contributions. Keywords: Organizational Citizenship Behavior (OCB), Job Satisfaction, Transformational Leadership, Central Bureau of Statistics

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.

Manuscript type: Research paper.Research aim: The aim of this research research was to examine whether leadership style mediated the relationship between psychological capital and readiness for change in the process of organizational transformation of state-owned and private companies in Jabodetabek, Indonesia.Design/ Methodology/ Approach: A survey was conducted on 149 employees from 256 of private companies and state own company’s. There were three instruments used: the scale of readiness for change from Hanpachern et.al (1997) and Armenakis et.al (1999; 2013), the scale of psychological capital from modified by Dewayani (2014), and the scale of leadership (transformational and transactional) from Bass and Riggio (2006). All three of these measurement scales have strong reliability scores between .82 to .91. The data was analysed by SEM (Structural Equation Modeling) and the STATCAL statistical program. Research findings: The results revealed that the perception of employee self-leadership fully mediated the relationship between psychological capital and readiness for change.Theoretical contribution/ Originality: It is suggested that in a process of transformation, the role of both the transactional and transformational leadership styles is important, but transformational leadership has more significant influence in the process of organizational transformation. although in theory and previous studies have stated that transformational leadership is more significant than transactional leadership in the process of organizational transformation, in this study shows the level of position in the organizational hierarchy also influences. In this study shows that at the staff level especially sacrificed proves that the transactional leadership style is more influential than the transformational leadership style. Thus, in the process of organizational transformation both leadership styles need to be applied depending on the group of employees that will be influenced. The lower the position, the more the need to apply transactional leadership style, the higher the position the possibility of the need for transformational leadership style.Practitioner/ Policy implication: From the description above, readiness for change can be interpreted as psychological and physical readiness, to understand the need for changes needed by the organization, individual beliefs to be able to implement planned or proposed changes and to believe that these changes can have a positive impact, both for themselves and organization.Research limitation: The sample size is too small to generalise the findings to the larger population. In addition to samples that are too small to be generalized to a larger population, this study also only involves samples in Jabodetabek so that it is less representative of the population in Indonesia, other than that it is only taken from the staff level so that the managerial level is not examined in this study.Keywords: Leadership, Psychological Capital, Readiness for Change, Indonesian Companies.

Medical doctors may not have the necessary evidence-based knowledge of specific leadership styles to excel in a leadership role. This article explores the various leadership styles adopted by a clinical professional transitioning into a leadership role. The goal-path theory, developed by Robert House in 1971, was used as the theoretical lens for this study. Twenty peer-reviewed scientific articles, written in English and published between 2015 and 2020, were analyzed and synthesized to produce results. The results showed that employee retention was positively associated with transformational and authentic leadership styles; organizational commitment was positively related to transformational, transactional, and genuine leadership styles; and job satisfaction was positively related to transformational and authentic leadership styles. In particular, the transformational leadership style showed higher employee retention and job satisfaction rates than the transactional and non-interventional leadership styles. The original and transformative leadership styles increased job satisfaction and commitment, but the correlation between an authentic leadership style and these benefits was less clear. Clinical professionals must apply a transformational leadership style to become influential leaders.

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

The purpose of this scoping review is to employ Arksey and O’Malley’s scoping review methodology to determine leadership and management styles and their influence on health worker’s job satisfaction and productivity in Low-and middle-income countries. A scoping review of literature published in English since May, 2012 was carried out using PubMed, CINAHL, ScienceDirect, ProQuest and Sage. Key search terms strategy was employed using the words “leadership styles”, “management styles”, “health workers”, “productivity” and “job satisfaction” to identify relevant studies. A total of 1487 articles resulted from the application of the search strategy. Nineteen articles met the inclusion criteria of which 18 was quantitative and 1 was qualitative study. The main leadership styles identified were transformational leadership style, transactional leadership style, laissez-faire leadership style and autocratic leadership style. Transformational leadership style was found to have a higher influence on job satisfaction as compared to the other forms leadership styles. Also, transformational leadership styles encouraged about 67% of health workers to provide better healthcare services to their patients. Health facilities in LMICs have employed mainly transformational, transactional, participatory and laissez-faire leadership styles that have varying degree of influence on health workers job satisfaction. Transformational leadership style has proven to positively influence job satisfaction and productivity while laissez-faire leadership demotivate healthcare workers. In order to improve health care services and productivity for client as well as job satisfaction for healthcare workers, transformational leadership trainings will have to be intensified.

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.

The aim of this research is to analyze the influence of transformational and transactional leadership styles simultaneously on the performance of lecturers at Muhammadiyah University of Sinjai. The population is limited to a number of employees or individuals who have at least the same characteristics. Based on the definition above, the population for this study is all lecturers at Muhammadiyah University of Sinjai with a total of 40 people. The sample in this research is all lecturers at the Muhammadiyah University of Sinjai, because the population is small, the author uses a total sampling method, namely all lecturers are members who will be observed as a sample, because a large sample tends to give or is closer to the true value of the population or can be said to be the smaller the error (deviation from the population value). The variables used in this research are transformational leadership (X1), transactional leadership (X2) and performance variables (Y). The transformational leadership style has a positive and significant effect on the performance of lecturers at Muhammadiyah University of Sinjai. This can be seen from the t value of 7.219 which is greater than the t table value of 2.02439, so Ho is rejected and H1 is accepted, which means that the transformational leadership style has a significant effect on the performance of the lecturers. The correlation index value of 0.578 means that the Transformational Leadership Style variable influences lecturer performance by 57.8% and the remaining 42.2% is influenced by other factors. The application of a transactional leadership style has a significant influence on lecturer performance, this can be seen from the t value of 5.467, greater than the t table value of 2.02439. Thus, Ho is rejected and H1 is accepted, which means that the transactional leadership style has a significant effect on lecturer performance. The correlation index value is 0.440, which means that the transactional leadership style variable influences lecturer performance by 44% and the remaining 56% is influenced by other factors. Based on the results of the F test, the Fcount value of 25,995 is greater than the Ftable value of 3.25 with a significance value of 0.000, which is less than <0.05. Thus, the transformational leadership style and transactional leadership style variables simultaneously influence performance. Lecturer.

Leadership styles may differ across countries particularly in aspects such as culture, approach, and language. Expatriate managers in Malaysian 5-star hotels, may have a different approach from local managers, hence the levels of the job satisfaction of middle managers may differ too. Information is still lacking on the influence of expatriate managers leadership styles on employees’ job satisfaction in Malaysian 5-star hotels. The purpose of this paper was twofold, to shed light on employees’ job satisfaction under the leadership of expatriate managers as well as the differences in leadership styles of local and expatriate managers. Results showed that transformational leadership styles such as; idealized influence (behavior), intellectual stimulation, inspirational motivation had a significant positive effect on employees job satisfaction. Even transactional leadership styles of expatriates such as contingent reward produced significant positive effect on employees job satisfaction. However transactional leadership of management by exception (passive) of expatriate managers had a significant negative effect on job satisfaction. The combination of five leadership styles of expatriate managers, was able to produce 92.2% of employees’ job satisfaction. Except for management by exception (passive), the other four leadership styles had a positive effect on job satisfaction. Results further revealed that expatriate managers have different leadership styles, with higher individual consideration, and contingent reward score, but lower management by exception (passive) score compared to local managers. The difference in leadership styles enabled expatriate managers to achieve higher job satisfaction scores compared to local managers.

Leadership style used in a higher education institution affects the competence-based performance of the lecturers and the administrative staff. In turn, their performance will affect the institution performance. So, leadership style influences the institution toward strengthening its strategy to sustain. This study examined the transactional and transformational leadership styles toward the lecturers and the administrative staff of STIE Perbanas Surabaya. Transformational leadership was measured using ideal, inspirational, and intellectual stimuli; while transactional leadership was measured using exceptional management and contingency reward. The indicators used to measure the lecturers' performance were on teaching, module, research, civil services, IT, English; while for administrative staff were integrity, service, professionalism, learning, adaptation, documenting, English. The survey involved 32 lecturers and 31 administrative staff. The data was collected using questionnaire and was statistically analyzed using multiple regressions. The result was that transformational leadership significantly influenced both the lecturers and the administrative staff, while transactional leadership did not affect both the lecturers and the administrative staff. The implication was that the top management can set strategies of putting motivation of all organization members in the frame of improving their competence thus this will help the institution grow and sustain.

The study aimed to determine the leadership styles employed at Than Lwin Shwe Company and to examine the impact of these leadership styles on organizational commitment. This study encompassed three leadership styles: transformative, transactional, and laissez-faire. Organizational commitment encompasses affective, continuance, and normative dimensions. This study employed a descriptive technique and multiple regression analysis. Primary data were gathered from all employees across eight designated departments. Employees perceive that leaders are more predisposed to transformational leadership approaches, and affective commitment is more prevalent. The regression results unequivocally demonstrated that transformational leadership style has a significant positive effect on affective commitment, transactional leadership style has a significant positive effect on normative commitment, and laissez-faire leadership style has a significant positive effect on continuance commitment. Both transformational and transactional leadership styles have a significant and positive impact on overall organizational commitment. To achieve employee organizational commitment and enhance job performance, leaders must implement the suitable leadership style.

The purpose of this study is to evaluate the impact of leadership styles on organizational performance in Pakistan's manufacturing industry. Specifically, this study investigates the effects of transformational, transactional, and situational leadership styles on organizational performance, examines the connection between these styles and organizational performance, and explores the connection between transactional leadership and organizational performance. The research utilized quantitative data, with a focus on analyzing the relationship between transformational, transactional, and situational leadership styles using SPSS. The statistical tests used in SPSS will be effective in addressing the concerns and questions of employees in Pakistan’s manufacturing industry. However, natural disasters in Pakistan have had an attempt of social distancing, the share of employees stating for the daily working. This has resulted in companies operating at half-strength, making it challenging to collect a larger sample size from the target population. The implications of this are varied, as workers in manufacturing companies are typically not highly educated, which may lead to communication barriers that could impact the effectiveness of the responses collected.