The Relation Between Leadership and Perceived Well‐Being: What Role Does Occupational Self‐Efficacy Play?

Current research confirms the link between leadership behavior and subordinates’ health. However, only a few longitudinal surveys have been carried out. The present longitudinal study examined whether occupational self‐efficacy moderates the impact of transformational leadership on perceived negative well‐being. The sample consisted of 339 employees working in the health‐care sector. The correlations between transformational leadership at the first time of measurement (Time 1) and emotional exhaustion and perceived strain at the second time of measurement (Time 2) were negative and significant, but the correlation with depersonalization was not significant. Regression analyses revealed that the effect of transformational leadership behavior on perceived negative well‐being was not moderated by the level of occupational self‐efficacy. Implications for future research are discussed.     

Does leadership matter? Leadership styles,family supportive supervisor behaviour and work interference with family conflict

Abstract

Based on transformational leadership and social support theories, we examined the direct effects of transformational and transactional leadership on work interference with family (WIF) conflict and family supportive supervisor behaviour (FSSB) as mediator. Using organisational support theory, we examined perceived organisational support (POS) as a moderator. Survey data were collected from 368 managers in Sri Lanka. The results show that transactional and transformational leadership positively relate to FSSB and transformational leadership negatively relates to WIF conflict. In addition, transformational leadership augments the effect of transactional leadership on FSSB. While FSSB mediates the effect of transactional leadership on WIF conflict, it only partially mediates the effect of transformational leadership on WIF conflict. However, the negative relationship reported between transformational leadership and WIF conflict changes into a positive relationship when FSSB is introduced as a mediator. This suggests that transformational leadership has a positive and negative impact on WIF conflict simultaneously. Finally, contrary to expectations, POS does not moderate the effect of FSSB on WIF conflict.     

Improving Leadership Skills in Physicians: A 6‐Month Retrospective Study

The complex medical environment of today calls for physicians to have an array of leadership skills in addition to a thorough knowledge of their specific practice areas. The American College of Obstetrics and Gynecologists (ACOG) Robert C. Cefalo National Leadership Institute is a 3.5‐day intensive leadership development course targeted to physician leaders. A group of 37 physicians completed the ACOG National Leadership Institute in spring of 2013. At course completion and 6‐month postcourse, participants were asked to complete a retrospective pre‐ and posttest of perceived skill levels in 10 targeted competency areas. Course completion and 6‐month postcourse scores indicated statistically significant improvements in scores on all 10 competency areas, which was supported by a Wilcoxon signed‐rank test of median score difference. Qualitative data gathered at the 6‐month postcourse survey provide examples of how participants had applied their skills. The data presented in the current study suggested that intensive, “short‐burst,” experiential leadership training is an effective approach for leadership skills development in physicians.     

Predicting excellent management performance in an intercultural context: a study of the influence of multicultural personality on transformational leadership and performance

What makes a manager in an intercultural context an excellent performer? This question is the subject of the present study. The study examines the influence of the five dimensions of multicultural personality via transformational leadership on excellent performance in a sample of managers (N = 138) working in an expatriate assignment or in a job dealing with subordinates of different cultural backgrounds. As expected, cultural empathy, open-mindedness and social initiative were found to have a positive effect on transformational leadership. However, no significant effects were found from emotional stability and flexibility on transformational leadership. Furthermore, a more transformational leadership style led to higher performance in an intercultural context, which was measured using management performance appraisals. Since an indirect effect of cultural empathy, open mindedness and social initiative on performance via transformational leadership has been found in this study, it seems that both these dimensions of multicultural personality and transformational leadership are needed for excellent managerial performance in an international environment.     

Subordinates' perception of managers' transformational leadership style and satisfaction: a comparison of electronic manufacturing companies in Mainland China and Taiwan

Rapid economic growth has made leadership studies a significant subject in Asia. The present research compared subordinates' different perceptions of managers' transformational leadership style in Mainland China and Taiwan. Quantitative methodology was used in collecting 250 random samples from Shanghai and Taipei. Subordinates in Taiwan perceived that more managers had a transformational leadership style and also employees had higher satisfaction with managers' leadership style than those in Mainland China. The results of the present research would provide suggestions and directions for industrial managers seeking to display appropriate management behavior for an effective business environment.     

Japanese,German, and American Global Business Leadership

Abstract

Even though the issue of global business leadership has been intensively debated, few attempts have been made to investigate it from the perspective of international executives. This study is designed to address the issue of the national environments of Japan, Germany, and the U.S. and the prospect of global leadership for each nation. Seventy-four top Saudi Arabian firms participated. The results indicate that Japan is perceived to offer the most conducive business environment for effective global competition. In addition, participants believe that Japan and Germany will surpass the U.S. economically and technologically in the near future.     

Achieving environmental sustainability through green transformational leadership policy: Can green team resilience help?

The race to gain competitive advantage through the formulation of a sustainable business strategy is key for the survival in the global business sphere. Even more importantly is the quest to deploy an effective green strategy to combat the numerous negative impact industrialization has on the environment. Researches pointed out the role of leaders and stakeholder's engagement in bringing about reform. This research focuses on how to build a robust psychological capital within an organization through the leader's transformative ability in combating environmental issues. This is necessary because research related to green transformational leadership and the effect on green team resilience has not been considered in literature. Drawing from the combination of three theories; broaden-and-build theory, job demand–resource theory, and conservation of resource theory, this study contributes to the extant literature by testing the effect of green transformational leadership via the mediating role of green work engagement to green team resilience. Using Amos 20 version to analyze 351 questionnaires that were collected from employees in four and five star hotels in Turkey, the result reviews that green transformational leadership has a positive effect on green work engagement and green team resilience, and green work engagement fully mediates the relationship between the variables. The theoretical and practical implications are discussed.     

Investigating the link between managers' green knowledge and leadership style,and their firms' environmental performance: The mediation role of green creativity

Despite extensive literature on green hotel management and sustainability, scant attention has been given on the role of managers to solve environmental related issues. This study's aim is to assess the effects of managers' green knowledge and green transformational leadership on firms' environmental performance with the mediating effect of green creativity. The study analyzes the perceptions of 363 employees in different managerial positions of the hotel industry employing Partial Last Square Structural Equation Modeling. The findings of the study show a positive effect of green knowledge and green transformational leadership on green creativity and green transformational leadership on environmental performance. Furthermore, green creativity is also found to have significant mediating effect between green knowledge and environmental performance, and green transformational leadership and environmental performance relations. The main implication of the current research is that managers' green concerns might help the stakeholders in the hotel industry to respond through appropriate green initiatives for their organizations. Further suggestions for literature and practice are discussed.     

Transformational leadership behaviors,the empowering process,and organizational commitment: investigating the moderating role of organizational structure in Korea

Transformational leadership has received growing attention in leadership studies. However, open questions remain concerning its operationalization and its universal effectiveness. Drawing on transformational leadership theory and leadership contingency theory, this study explores these issues in an Asian context. Survey responses from 491 employees working for foreign subsidiaries in Korea were analyzed. Given their multi-dimensionality, transformational leadership behaviors were framed as a two-dimensional structure: organization-related behaviors (OBs) and person-related behaviors (PBs). Findings showed that both OBs and PBs were mediated by psychological empowerment to determine organizational commitment. More importantly, the findings indicated that the empowering process driven by both leadership behaviors is contingent on organizational structure. Specifically, centralization negatively moderated the empowering process of PBs. Formalization positively moderated the empowering process of OBs and negatively moderated that of PBs. These findings have noteworthy value by virtue of quantitatively revealing the organizational structure wherein the empowering process of transformational leadership behaviors is effectively induced in South Korea. Based on the results, significant theoretical and managerial implications are discussed.     

Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership

abstract    Organizations capable of pursuing exploration and exploitation simultaneously have been suggested to obtain superior performance. Combining both types of activities and achieving organizational ambidexterity, however, leads to the presence of multiple and often conflicting goals, and poses considerable challenges to senior teams in ambidextrous organizations. This study explores the role of senior team attributes and leadership behaviour in reconciling conflicting interests among senior team members and achieving organizational ambidexterity. Findings indicate that a senior team shared vision and contingency rewards are associated with a firm's ability to combine high levels of exploratory and exploitative innovations. In addition, our study shows that an executive director's transformational leadership increases the effectiveness of senior team attributes in ambidextrous organizations and moderates the effectiveness of senior team social integration and contingency rewards. Hence, our study clarifies how senior executives reconcile conflicting demands and facilitate the balancing of seemingly contradictory forces in ambidextrous organizations. Implications for literatures on senior team attributes, transformational leadership and organizational ambidexterity are discussed.     

The patient safety chain: Transformational leadership's effect on patient safety culture, initiatives, and outcomes

The purpose of this study is to investigate the existence of a patient safety chain for hospitals. Drawing on high reliability organization theory, multifactor leadership theory and total quality management literature, we develop and test a model for improving patient safety – a critical issue facing hospitals today. Specifically, we hypothesize that improving patient safety begins at the highest level of the organization with a transformational leadership style. This leads to a sequence of linkages whereby transformational leadership has an important relationship with creating a culture of safety, which in turn is associated with the adoption of patient safety initiatives, and ultimately with positive improvements in patient safety outcomes. Using data from a nationwide survey of over 200 hospitals, we use structural equation modeling to provide empirical support for the effectiveness of this patient safety chain model. The results have major implications for enhancing operations in hospital settings.     

Components of CEO Transformational Leadership and Corporate Social Responsibility*

abstract We use transformational leadership theory to explore the role of CEOs in determining the extent to which their firms engage in corporate social responsibility (CSR). We test this theory using data from 56 US and Canadian firms. CEO intellectual stimulation (but not CEO charismatic leadership) is found to be significantly associated with the propensity of the firm to engage in ‘strategic’ CSR, or those CSR activities that are most likely to be related to the firm's corporate and business‐level strategies. Thus, studies that ignore the role of leadership in CSR may yield imprecise conclusions regarding the antecedents and consequences of these activities. We also critique transformational leadership theory, in terms of its overemphasis on charismatic forms of leadership. This leads to a reconceptualization of transformational leadership, which emphasizes the intellectual stimulation component in the context of CSR.     

谦卑与领导有效性：变革型领导的中介作用

谦卑于组织领导中的作用受到了学者们的广泛关注。本文通过对21家企业378名下属的调查问卷探讨了谦卑的领导与领导有效性之间的关系,并探讨了任务导向和关系导向的变革型领导在谦卑与领导有效性之间的中介作用。多元回归结果表明,谦卑能够有效预测变革型领导以及领导有效性,其中,关系导向和任务导向的变革型领导分别在谦卑与领导有效性中起到完全中介和不完全中介作用。     

The mediating effects of cognition-based trust and affect-based trust in transformational leadership's dual processes: evidence from China

In this study, we proposed and tested a dual process model in which cognition-based trust and affect-based trust mediate the relationships between transformational leadership and followers' task performance and job satisfaction. Data were collected from 175 sales and service employees and their supervisors in two private companies located in Southeast China. The results show that cognition-based trust mediates the relationship between transformational leadership and followers' task performance, while affect-based trust mediates the relationship between transformational leadership and followers' job satisfaction. Implications for the theory and practice of leadership are then discussed.     

Increasing transformational leadership by developing leaders' information‐processing systems

According to the cognitive‐experiential self theory (CEST), all behavior is guided by two information‐processing systems: the rational system and the experiential. Previous research with school leaders has shown that the rational system and constructive elements of the experiential system have a strong positive relationship with transformational leadership, as outlined in the Full‐Range Leadership Theory. This article reports a pretest, posttest study using an intervention and control group to test whether changes to CEST information‐processing systems could bring about changes in transformational leadership. The results of a 10‐week, individually delivered coaching intervention program with a small group of school principals showed that there was a significant increase in transformational leadership scores between the pretest and posttest for the intervention group, as rated by school staff. The control group remained unchanged. Qualitative results from interviews indicated that school principals in the intervention group became more aware and reflective about their leadership practice. This study yields initial evidence that increasing rational and constructive thinking can develop the use of transformational leadership techniques.     

When and why does transformational leadership influence employee creativity? The roles of personal control and creative personality

This study develops and tests a model of the underlying mechanisms linking transformational leadership and employee creativity using a sample of 240 matched middle‐level manager and front‐line supervisor dyads from a large foreign joint‐venture company in China. We propose that personal control and employee creative personality serve as a unique psychological mechanism and an important boundary condition to simultaneously influence the relationship between transformational leadership and employee creativity. Results of moderated‐mediation analyses provided support for our conceptual model, showing that transformational leadership was positively related to personal control, which also had a positive impact on employee creativity. Furthermore, creative personality was found to moderate the relationship between transformational leadership and personal control, which in turn, mediated the joint effect on employee creativity. Findings of this study provide insights into the research on leadership development and work design in HRM, which can inform human resource managers to design effective strategies and systems that can increase employees' creativity.     

变革型领导行为与员工任务绩效——基于四个维度视角的实证研究

近十几年来,变革型领导理论成为领导理论研究的重点,虽然目前关于变革型领导行为的研究成果颇丰,但对其四个维度的深入研究却比较匮乏。实际上,其四个维度对员工的任务绩效可能会产生不同程度甚至不同方向的影响。因此,分维度来研究变革型领导行为对员工任务绩效的影响很有必要。利用3家河北省企业的样本数据验证研究假设发现,理想化影响、智力激发、个性化关怀与员工任务绩效均显著正相关,鼓舞性激励与员工任务绩效不相关。另外发现,理想化影响和智力激发与员工任务绩效的相关性比诸个性化关怀与之的相关性更显著。     

Perceived Environmental Uncertainty: The Extension of Miller's Scale to the Natural Environment

Large businesses are professionalizing their approach to environmental management, in pursuit of quality management, cost effective eco-efficiency and regulatory compliance. However, recent evidence suggests that business corporations are not integrating the natural environment into their strategic thinking. One of the major reasons for this is the contingent relationship between perceived uncertainty in the business environment and strategic decision making. This paper describes the development and testing of a Perceived Environmental Uncertainty (PEU) measurement scale for the natural environment. The new PEU scale is based on Miller's (1993) PEU scale for the commercial environment and grounded in the environmental management theory. It is also shown to possess very good reliability and dimensionality. The new PEU scale was applied in the form of self-report questionnaire. Respondents were senior executives (n = 198) from the UK textile industry. We specifically looked for variations in levels of executives' PEU along the industry supply chain. As a result of applying the new scale, our findings show that the natural environment presents significantly higher levels of PEU for executives in the textile making-up/retail sector. The major cause of uncertainty for the textile making-up/retail sector is that firms in this sector are at the end of the supply chain and therefore exposed to up-stream risk, which is often very difficult to manage.     

The influence of follower cultural orientation on attitudinal responses towards transformational leadership: evidence from the Chinese hospitality industry

In addition to extending the empirical investigation of the relationship between transformational leadership and follower affective commitment to the Chinese hospitality industry, this study makes a theoretical contribution by investigating the influence of individually held cultural values on this relationship. Building on previous research which has examined whether collectivism moderates the transformational leadership/affective commitment relationship, this study investigates the moderating effects of two additional cultural value orientations, namely power distance and uncertainty avoidance. Hierarchical regression analysis was utilized to analyse survey data from 398 employees of four Chinese hotels in Zhejiang Province. In addition to finding a positive relationship between transformational leadership and affective commitment, data analysis revealed that followers low in power distance exhibited higher levels of affective commitment when working under a transformational leader than those high in power distance. In addition, followers high in uncertainty avoidance and collectivism exhibited greater commitment when working under a transformational leader than those low in uncertainty avoidance and collectivism. These findings clearly indicate the importance of within-country cultural differences to the effectiveness of leaders in the workplace.     

Implementing Change in Public Organizations: The relationship between leadership and affective commitment to change in a public sector context

We propose and test a theoretical framework concerning the relationship between transformational leadership behaviour and affective commitment to change in a public sector context. We apply change management theory to explain how direct supervisors contribute to processes of organizational change, thereby increasing affective commitment to change among employees. While the change leadership literature emphasizes the role of executive managers during change, we conclude that the transformational leadership behaviour of direct supervisors is an important contribution to the successful implementation of change. Furthermore, the results show how the specific context of public organizations determines the transformational leadership behaviour of direct supervisors.