The RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP STYLE AND EMPLOYEES PERFORMANCE (original) (raw)
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The main objective of this research was to examine how transformational leaders boost their followers' innovative work behavior through trust in a leader, empowerment, and work engagement. Data were collected from 281 multinational organization employees in China. The Statistical Package for the Social Sciences (SPSS) macro process was utilized to test the proposed hypothesis. The findings revealed that transformational leadership and work engagement were significantly related to innovative work behavior. The findings also demonstrated the significant impact of transformational leadership on trust in a leader, and its subsequent positive impact on the work engagement of the employees. Furthermore, the results supported a significant serial mediation between transformational leadership, trust, work engagement, and employees' innovative behavior. The results also showed a significant moderating effect of empowerment on transformational leadership and innovative work behavior. For boosting employees' innovative work behavior, leaders in the organization should strive to engage them effectively in their work by gaining their trust, which could help them participate in creative activities. This is the key study to investigate the different perspectives of how transformational leadership can stimulate followers' innovative behavior through trust in the leader and work engagement within the Chinese organizational context.
The purpose of this study is to examine the influence of transformational leadership style on subordinates’ trust using 300 questionnaires responded by the employees (support staff group) of local authorities (LAs) located in the central region of peninsular Malaysia. The measurement scale employed in this study has met the acceptable levels of validity and reliability tests of the study. However, performing confirmatory factor analysis based on structural equation modeling (SEM) has remained some items of single component of transformational leadership style. Thus, transformational leadership are measured based on single construct as a first order model analysis. Regression result of SEM analysis indicated that trust was influenced by the transformational leadership style. Further, this study provided the discussions and implications from the findings.
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2nd International Conference on Accounting, Management, and Economics (ICAME 2017), 2017
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Transformational Leadership ,Job satisfaction and Trust
Transformational leadership is the current design for numerous financial institutions which manifests how bank executives could impact psychological as well as behavioral repercussions of their bank representatives. The ultimate intention of this descriptive research study is to identify the connection between transformational leadership, job satisfaction and organizational commitment of workforces operating in the financial market of Jeddah, Saudi Arabia. A five-point Likert-scale questionnaire, containing 38 survey items, separated right into four components which developed and reviewed. Four financial institutions were sorted out on a straightforward and unique testing principle. An overall of 300 questionnaires apportioned in four banks from which 181 questionnaires reciprocated with 60.33 percent response rate. For the objective of manipulation and analysis, useable data grasped to a software package called SPSS. The integrity of the questionnaire was examined and found to be 0.85. The research outcomes unveiled a robust assistance for the proposed significant and positive connection between transformational leadership, job satisfaction, and organizational commitment of bank representatives. The outcomes additionally suggested the inverted relationship among personnel's job satisfaction as well as for purposes to abdicate from their financial institutions.
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Over the last decade and a half, the study on transformational leadership in any organizational settings has gone through a significant evolution in terms of theory development as well as empirical investigations. Many researchers have now embarked on the study, both from the global perspective and from the Islamic perspective. Islam is the concept of leadership is interrelated to trust (amanah) which signifies a psychological contract between a leader and his followers whereby the leader will do his best to guide, protect and treat them fairly and with justice. As a result, our knowledge about this leadership style has deepened, and there are several dominant theories that are now established paradigms in the leadership field. Despite the development there is numerous magnitudes of these leadership forms that we still don't know very much. Hence, it is only proper that we examine where we need to go into the future. Leaders play the primary role in establishing and motivating employees' performance, but little research has examined the specific processes which stimulate the effect of transformational leadership resulting high-performance workforce exceeding organizational expectation. This study will seek the answer based on the global as well as the Islamic perspective.
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This article intends to examine the role of leadership styles (transformational, transactional, and laissez-faire) and employees’ trust toward organizational change capacity (OCC). Data were collected from a convenient sample of managers, coordinators, officers, community facilitators, social organizers, and activists through questionnaires. A total of 250 respondents were sent questionnaire, usable questionnaires were 204. Results revealed positive and significant relationship between transformational leadership and employees’ trust. Moreover, an insignificant relationship was found between transactional leadership and employees’ trust, whereas laissez-faire and employees’ trust were found to be negatively associated. Findings of the study also depicted a positive and significant relationship of transformational leadership and transactional leadership with OCC. However, laissez-faire was negatively associated with OCC. Results also revealed that employees’ trust mediates the relati...