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Role of transformational and transactional leadership on job satisfaction and career satisfaction

100%
Riaz A., Hussain Haider M.
Business and Economic Horizons
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2010
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vol. 1
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issue 1
29-38
EN
Effective leadership always plays an important role in the growth and better performance of the organization. This research has been conducted to determine the impact of transformational and transactional leadership style on job success and career satisfaction. A total of 240 responses (n = 240) from various private organizations working in the capital city of Pakistan were collected using various measures of TLI Questionnaire along with items of job success and career satisfaction. Results showed positive trends of all variables. Transactional leadership is found significantly related to job success while transformational leadership and job success are found highly related with career satisfaction. The results of regression analysis show that job success is more dependent on transformational and transactional leadership as compared to career satisfaction. Managerial implications are presented based upon these results.
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An Exploration of Transformational Leadership Preferences Among Women Sports Leaders in the Kingdom of Bahrain

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Abdalla L.
Physical Culture and Sport. Studies and Research
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2013
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vol. 57
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issue 1
29-32
EN
The topic of leadership has attracted considerable interest amongst academics and practitioners. Much of the interest in the area of leadership is based on explicit and implicit claims that leadership styles are linked to organizational performance. This study aimed to examine the transformational leadership style among women sports leaders in the Kingdom of Bahrain. A total of 16 female sports leaders from the Kingdom of Bahrain participated in this study. The Multi-factor Leadership Questionnaire (MLQ) was used to determine the transformational leadership style of individuals. A demographic questionnaire was also administered to collect participants’ personal data. The results indicated that transformational leadership style is moderate among women sports leaders in the Kingdom of Bahrain, thus we need to develop the leadership skills of women sports leaders in the Kingdom of Bahrain.
3
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Transformational leadership style in the relationship between innovation and efficiency of healthcare units in Poland

100%
Głód W.
Oeconomia Copernicana
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2018
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vol. 9
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issue 4
731-753
EN
Research background: In today's turbulent times, organizations face the challenge of fulfilling many complex requirements while at the same time they have to adjust to ongoing changes. The necessary changes that would allow for resolving these problems should, first of all, involve a new approach to human resource management and, in particular, the role of leadership in healthcare units. Numerous studies conducted over the years confirm the growing importance of leadership in modern organizations, especially in the healthcare sector. Purpose of the article: The main goal of the project is to identify the relationships between innovative leadership and the organizational efficiency of healthcare units in the context of innovation levels. The article discusses the research hypotheses concerning the existence of a relationship between management innovation and transformational leadership style in healthcare units, the existence of a relationship between transformational leadership style and the efficiency of healthcare units, the existence of a relationship between management innovation and the efficiency of healthcare units. Methods: The survey was conducted in 100 randomly selected healthcare units in Poland. The analysis of interdependencies was performed, among others, with the use of the Pearson product-moment correlation coefficient, Spearman's rank correlation coefficient, the Kendall rank correlation coefficient, the coefficient of colligation, and a chi-squared test, while the measures were chosen based on their adequacy for correlated variables and their distribution. In order to verify the hypotheses formulated in the study, a number of statistical methods were applied, e.g. descriptive statistics and correlation analysis Findings & Value added: The key result of the study identifies the role of transformational leader-ship style in the relationship between the level of innovativeness and efficiency in healthcare units. The article also points to practical implications that may contribute to improved management practices in healthcare units. 
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Slovak Teacher’s Transformational Leadership and Student Teachers’ Ideas: A Comparative Study

100%
Ďuricová L., Frgelcová E.
The New Educational Review
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2022
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vol. 67
185-195
EN
The contribution brings an analysis of transformational leadership among Slovak secondary education teachers in comparison with ideas of student teachers. The research sample consists of secondary education teachers (N = 142) and student teachers (N = 142). Data are obtained from the Slovak version of the LPI/Leadership Practices Inventory. Results indicate statistically significant differences in three dimensions favouring students against teachers: Model the Way, Challenge the Process, Enable Others to Act. Slovak students consider transformational leadership practices essential as Slovak teachers apply them in their daily practice. Results are discussed mainly from the perspective of ontogenetic and educational practice.
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Etyczny wymiar przywódczej komunikacji

100%
Szczupaczyński J.
Studia Politologiczne
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2012
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vol. 25
279-301
EN
In the article two issues are taken into consideration. First, the ethical aspects of leaders' communication are discussed in the context of two general models of leadership: transformational and transactional. Second, the partial results of the analysis of are ethical standards followed by Polish CEO's and entrepreneurs are presented.
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Nurses’ perceptions about the transformational leadership in psychiatric hospitals in Cyprus

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Florentzou P., Myrofora C., Lavdaniti M., Sapountzi-Krepia D., Krepia V., Prezerakos P.
Progress in Health Sciences
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2018
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vol. 8(2)
18-24
EN
Purpose: To assess nurses’ perceptions about the transformational leadership applied in psychiatric hospitals and to investigate factors that influence these perceptions. Materials and methods: A descriptive study was conducted in a psychiatric hospital and a psychiatric ward of a general hospital located in a city of Cyprus. A convenience sample of 95 nurses was used, while the Greek version of the « Kuopio University Hospital Transformational Leadership Scale (KUHTLS) questionnaire was used as an instrument. Results: Appreciation, decision making fairness, and individuality were the variables with the highest mean values. Women had significantly higher scores in appreciation, justice, and individuality compared to men. Nurses who were >45 years old had a significantly higher score compared to those who were 31-45 and <30 years old in the subscales decision making (p=0.005), appreciation (p=0.043), development (p=0.020), work efficiency and outcomes (p=0.030). Head and senior nurses had significantly higher scores regarding subscales decision making (p=0.003), appreciation (p=0.025), development (p=0.010), work efficiency and outcomes (p=0.004). Nurses with > 7 years of work experience, had significantly higher scores in fairness subscale compared with the nurses who had less than seven years of work experience (p=0.034). Conclusions: Nurses working in those psychiatric hospitals and ward had positive perceptions about transformational nursing leadership. Hospital administrators should facilitate training programs for nurse managers in leadership styles and their effects on job satisfaction.
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Polish Business Management: A Contredanse of Theory and Practice

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Koźmiński A. K.
Journal of Management and Business Administration. Central Europe
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2016
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issue 4
10-24
EN
In the early 1990s, when I was spending most of my time teaching and conducting research at the UCLA Anderson School of Management, my dear friend and co-author of numerous publications, Professor Donald P. Cushman from the State University of New York in Albany, wrote to me: “Do not waste your time here, focus on what is happening in Poland, in this one-of-a-kind ‘management laboratory’ developing there at the moment. In order to catch up, Poles will need to absorb the entire acquis of management theory and practice over a very short period of time. It is an unprecedented situation, so go and watch, explain, participate”. I realized that for a researcher interested in management, it was indeed an unparalleled opportunity and one I simply could not miss. The fruit of my observations was the frst book on the business management transformation process in Poland and other countries of “the Socialist bloc” to be published in the U.S. (Koźminski, 1993), followed by numerous other studies and publications (Koźminski, 1998; 2008a; 2008b; 2008c; 2013; Koźminski i Yip, 2000).
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Leadership and trust in education – the often missing magic glue

100%
Precey R.
Zarządzanie Publiczne
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2012
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issue 4(20)
9–17
EN
This article examines the trend across the world to move towards centrally controlled education systems driven by a political desire that students might attain and schools be judged by a narrow range of measurable attainment targets with policing by inspections. It argues that this has emphasized management rather than leadership and that there is a need to refocus on more aspirational achievement aims for young people and schools. It defines and argues for integrity in both leadership and management and makes the case for the signifi cance of the way in which leaders lead. A transactional approach leads to the erosion of trust and transformational leaders in contrast build this up. The article explains why trust is so important and explains how trust can be developed in and by leaders and mangers. It finishes by outlining the challenge of developing leaders and managers of high-trust school cultures
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A Cultural Perspectıve to Leadership Practices in Balkans

88%
Doğar N.
Academicus. International Scientific Journal
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2021
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vol. 12
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issue 23
110-136
EN
The question of whether a single leader type will emerge as one of the possible effects of globalization has required research on the subject. In the context of culture, Hofsthede, Brodbeck et al, and GLOBE studies, revealing that different leadership characteristics come to the fore in different geographies with cultural influences, refuting the claim that a uniform leader model will emerge with globalization. Among the aforementioned studies, GLOBE studies went a little further and claimed that leadership is actually a function of culture. Leadership research in the Balkans, which is a tangle of cultures with its complex ethnic structure, is relatively less included in the literature. The main purpose of this article is; Despite this problem arising from the Cold War period, how the leadership styles are in the Balkans is to examine the relationship between Balkan style leadership and culture. At the same time, the article has a secondary purpose that questions whether the claim that “there is not a single Balkans” is also valid for leadership practices when it comes to culture. Literature review and observation method were used in the research. The observations mainly include the observations made in Albania between the years of 2012-2015. On the other hand, the literature review is based on the data obtained primarily from local studies about each country in the Balkans. The results obtained emphasize that when it comes to leadership in the Balkan countries, the first thing is that political leadership is understood, which draws attention to autocratic leadership from the socialist administration period. In the context of business leadership, it shows that autocratic leadership was effective in the 10-year transition period after the Cold War, and that transformational leadership began to come to the fore in the 2000s at varying speed and rate according to institutions and countries. As a result of the investigations, the article shows that quite similar leadership characteristics stand out for the Balkans, the culture of democracy has not yet fully settled in this context, the avoidance of uncertainty in social codes, the autocratic administration still has an important place as a reflection of cultural dimensions such as the distance of power, on the other hand, willingness to change with new generations, more democratic leadership expectations increase and transformational leadership comes to the fore with the change in geography. Although the article has limitations in terms of containing observations specific to one country, it supports the claims in terms of including the local research results of the countries and is considered to contribute to the literature for the Balkans where limited research is available.
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Comparing Two Instruments of Transformational Leadership

88%
Kasemaa A., Suviste R.
Central European Management Journal
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2020
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vol. 28(1)
2-31
EN
Purpose: To compare two transformational leadership instruments, Bass’s Full Range Leadership Model and its instrument Multifactor Leadership Questionnaire with the Transformational Leadership Scale proposed by Rafferty and Griffin (2004), using empirical evidence from a single sample. Methodology: The sample includes participants from different levels of the Estonian Defence Forces’ military hierarchy (N = 2570). The structures of the Transformational Leadership Scale and Multifactor Leadership Questionnaire were examined with exploratory and confirmatory factor analysis, while other methods were used to compare the two instruments. Findings: The Multifactor Leadership Questionnaire is statistically significantly better at predicting outcome variables like satisfaction with leader, effectiveness, and extra effort; however, the Transformational Leadership Scale did predict outcome variables at a sufficient level. Research & Practical Limitations/Implications: The current research contributes to the validation of the Transformational Leadership Scale proposed by Rafferty and Griffin (2004). The results indicated that the Transformational Leadership Scale is a valuable research tool to study transformational leadership; however, some subscales require further development. Moreover, we may conclude that there is a difference between subsamples – e.g. between commanders and conscripts – that describe outcome variables using the Transformational Leadership Scale as a transformational leadership instrument. Originality/value: There is very limited research that compares different transformational leadership instruments.
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Normatywne wzory przywództwa politycznego w ponowoczesnym świecie

88%
Szczupaczyński J.
Studia Politologiczne
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2014
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vol. 34
291-312
EN
The article addresses the issue of normative models of political leadership, which are proposed in the literature of the subject as the answer to reordering of the global political space. Special focus has been placed on the analysis of the concept of postmodern society and propositions formulated by the complexity science proponents. Scholars point to the progressive erosion of nation-state as a dominant form of political commonwealth, changes in the institution of citizenship, likewise self-organization and emergence as rules of the new global order. All these trends have a transforming influence on some assumptions held by more traditionally oriented normative studies of public leadership, which are mainly represented in the article by the theory of transformational leadership.
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Factors Influencing Innovative Behaviour of Teachers in Secondary Schools in the North East of Nigeria

75%
Bawuro F. A., Danjuma I., Wajiga H.
Path of Science
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2018
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vol. 4
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issue 3
1007-1017
EN
Innovative behaviour (IB) refers to the process of developing, generating, applying or promoting new ideas by employees to increase job performance. Today, the rapid social and technological changes in our environment highlight the significance of IB of employees and especially for teachers. Thus, this paper aimed to develop a conceptual framework of factors influencing innovative behaviour of teachers in secondary schools. The research was explored through critical related literature analysis. Findings were presented in form of descriptive analysis, which shows that workplace happiness (WP), organisational climate (OC), affective commitment (AF) and transformational leadership (TFL) play a direct role in affecting innovative behaviour. The paper concludes that WP, OC, AF and TL have a positive impact in creating the essential conditions to encourage teachers to show IB in schools.
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Proboszcz jako przywódca transformacyjny

71%
Lipiec D.
Teologia Praktyczna
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2016
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issue 17
47-59
EN
The dynamically transforming environment of the Church is seeking for a strong and effective leadership. At the parish level it is the parson who can be such a transformational leader. A trans-formational leader is a person with a clear vision which he is tending to implement, he is the one able to convince the people he leads to support his vision. The parson as a transformational leader has vision of a parish of the future as well as necessary qualifications for implementing it and for attracting the majority of parishioners. In the process of transformation the parson should use the following management styles in the parish: the missionary, integration, persuasive, promotional and democratic style.
PL
W dynamicznie zmieniającym się otoczeniu Kościoła poszukuje się silnego i skutecznego przywództwa. Na szczeblu parafialnym takim przywódcą może być proboszcz jako przywódca transformacyjny. Przywódca transformacyjny cechuje się posiadaniem jasnej wizji, do której zmierza, oraz umiejętnością przekonywania do niej osób, którymi kieruje. Proboszcz jako przywódca transformacyjny posiada wizję parafii przyszłości, a także niezbędne kwalifikacje do wprowadzenia jej w życie oraz pociągnięcia za sobą ogółu parafian. W procesie wprowadzania zmian proboszcz powinien stosować następujące style kierowania parafią: misyjny, integracyjny, perswazyjny, promocyjny i demokratyczny.
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Transformational Leadership of President Donald Trump

63%
Demczuk A.
Athenaeum. Polskie Studia Politologiczne
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2023
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vol. 79
240-256
PL
Artykuł analizuje przywództwo prezydenta Donalda Trumpa w oparciu o model przywództwa transformacyjnego Bernarda M. Bassa. Na wstępie autor definiuje przywództwo transformacyjne oraz omawia jego kluczowe komponenty. Następnie przygląda się niektórym cechom przywództwa transformacyjnego, takim jak: postępowanie etyczne, wzbudzanie ducha zespołowego czy włączanie zwolenników, i odnosi je do Trumpa. Na koniec autor omawia wyniki analizy i wyjaśnia, dlaczego są ważne i skłaniają do refleksji. Swoistą nowością opracowania jest wykorzystanie teorii i modelu przywództwa transformacyjnego opracowanego przez Bassa i sformułowanego na gruncie nauk o zarządzaniu i organizacji. Jest to jeden z nowatorskich elementów wyróżniających autorski projekt spośród dotychczasowych prac dotyczących przywództwa politycznego.
EN
The article examines President Donald Trump’s leadership through the lenses of Bernard M. Bass’s model of transformational leadership. It starts with a description of what transformational leadership is and what it consists of. Second, the author takes a look at some of the features of transformational leadership, such as high ethical conduct, arousing team spirit, and inclusion of followers, and applies them to Trump. Finally, the author discusses the results of the analysis and explains why these findings are important and thought-provoking. The peculiar novelty of the study lies in the use of the theory and model of transformational leadership, developed by Bass and formulated on the basis of the science of management and organization. This is one of the innovative elements that distinguish the author’s project from previous works on political leadership.
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Charakterystyka modeli przywództwa stosowanych w organizacjach Lean i Six Sigma

51%
Świtek S.
Organizacja i Zarządzanie : kwartalnik naukowy
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2016
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vol. nr 4
139--155
PL
Artykuł przedstawia najczęściej stosowane modele przywództwa w organizacjach, w których wdrożono koncepcje lean i six sigma. Omówiony został wpływ aspektu kulturowego na efektywność stylu kierowania oraz różnice w podejściu do przywództwa w koncepcjach ciągłego doskonalenia.
EN
In the article presented the most used leadership models in organizations, where lean and six sigma improvement methodologies have been implemented. Influence of cultural aspect on managerial style effectiveness and differences in approaches to leadership style in continual improvement methodologies is discussed.
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La formación-acción en equipos de trabajo Un estudio de caso con estudiantes de traducción e interpretación en la Universidad de Valladolid

51%
Gómez S.
Translationes
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2014
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vol. 6
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issue 1
46-55
ES
El objetivo de este artìculo es describir una enriquecedora experiencia de aprendizaje que se está llevando a cabo en la Universidad de Valladolid con estudiantes de traducciñn e interpretaciñn y expertos en el área participantes de un proyecto de innovaciñn docente de excelencia. Este proyecto supone una experiencia formativa y colaborativa en la que los estudiantes participantes reciben una formaciñn práctica como complemento a sus estudios (de gran utilidad en su tarea diaria y de cara a su futuro profesional), y los expertos actúan como mentores en una relaciñn horizontal de ayuda, apoyo, confianza y refuerzo positivo caracterìstica del liderazgo transformacional. El objetivo principal es fomentar que los estudiantes aprendan a trabajar en equipo de forma eficaz viéndose a sì mismos como profesionales actuando en un contexto real y significativo en el que se contemplan y valoran sus ideas, destrezas y fortalezas.
EN
The goal of this paper is to describe a fruitful and enriching learning experience taking place at the University of Valladolid with students of Translation and Interpreting and experts in the field who are participating in an excellence teaching innovation project. This project is aimed at stimulating effective group work and professional development in English through an action-training plan, the use of ICT and following the concept of transformational leadership, an approach which enhances the participants‘ motivation and performance by inspiring and challenging them to take ownership of their work and learn from each other through cooperative work.
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