International Journal of Organizational Leadership

The current study tests an integrative model that considers the plausible effects of transformational and passive-avoidant leadership styles on employees’ affective, normative, and continuance commitment to the organization. While leadership styles are treated as predictors of commitment, perceived stress is treated as a mediating factor in understanding the underlying mechanism of commitment. Data were collected from 232 white and blue-collar employees working at regional divisions of a privatized organization, monitoring Turkey’s electricity distribution services. The hypothesized mediation model was tested using structural equation modeling. Using the bootstrapping method, the indirect effects of both transformational leadership and passive-avoidant leadership on affective and normative commitment via perceived stress were found to be significant. However, contrary to the expectations, the mediating effects of perceived stress were found to be insignificant for relations between transformational leadership and continuance commitment and between passive-avoidant leadership and continuance commitment. The overall results suggest that employees tend to feel less tension and stress and thus ultimately become more affectively and normatively committed to the organizations when the supervisors exhibit transformational leadership behaviors. Passive-avoidant leadership behaviors, on the other hand, act as distal predictors of affective and normative commitment via perceived stress. By enacting passively and showing ignorance to subordinates' needs, passive leaders seem to intensify workplace stressors for followers.

Sustainability is considered a significant element for property development. However, implementing sustainability effort and achieving sustainability goals are real challenge have debated from three decades ago. According to the United Nations General Assembly Brundtland Report, protecting the environment and the society in the midst of human seeking economic growth is at times taken for granted. The motivation behind this study is to seek deeper understanding of the role of transformational leadership in promoting sustainability among property development companies in Malaysia by determining the relationship between transformational leadership and sustainability in terms of environmental, economy and social. It also analyses whether organisational culture acts as a mediating factor between transformational leadership and sustainability. For this purpose, this study employed a purposive sampling method with data collected from top management from a total population of 100 listed property development companies in Bursa Malaysia. Multivariate data normality tests, descriptive statistics, and structural equation modelling through SmartPLS were used for data analysis. The study revealed a significant positive relationship between transformational leadership and sustainability. It shows that transformational leadership is essential to sustainable achievement where management possess the necessary leadership competencies, skills and knowledge to be able to achieve sustainability in property development. However, the results established insignificant relationship between organisational culture and sustainability. These findings proved that bureaucratic organisational culture mediated the relationship between transformational leadership and sustainability, while innovative culture and supportive culture did not. These results confirmed that bureaucratic culture enhances the role of transformational leadership in promoting sustainability among property development companies in Malaysia. Therefore, this study recommends organisations to invest in transformational leadership trainings to support the leadership behaviours through bureaucratic culture towards achieving sustainability

The aim of the present study was to examine the predictive power of constructive and
destructive leadership on employee stress and workplace wellbeing. The measurements were
the global transformational leadership scale, a devious leadership scale, the perceived stress
scale and a workplace wellbeing scale. A sample of 423 employees from both public a private
sector filled out a questionnaire at the time of their choice. Results indicate that destructive
leadership (but not constructive leadership) predicts both stress and workplace wellbeing.
Furthermore, employees from the public sector reported significantly higher level of
destructive leadership behavior compared to employees from the private sector.

The present study aims to investigate the effect of transformational leadership on psychological capital and organizational commitment. In addition, this study investigates the effect of psychological capital on organizational commitment. Furthermore, this study also investigates the mediating effect of psychological capital on the relationship between transformational leadership and organizational commitment under the lens of social exchange theory. Three hundred-fifty survey questionnaires were distributed among employees of the health sector to test the hypotheses of this study. We validated the proposed framework using the mediation technique. The results indicated that transformational leadership is significantly related to organizational commitment and psychological capital. Further, results also revealed that psychological capital is significantly related to organizational commitment. Moreover, the results also showed that psychological capital mediates the relationship between transformational leadership and organizational commitment. This study will be significant for the managers and employees in the health sector who need to understand that transformational leaders promote psychological capital, which ultimately enhances organizational commitment. Healthcare management should arrange training programs on transformational leadership styles for managers because transformational leaders gain their subordinates’ trust due to their devotion and contributions. The limitations of this study and future directions are also provided in the discussion section.

We analyze the impact of a catalytic collaboration as a tool on the leverage of transformational leadership competencies to generate a sustainable innovation by developing a Sustainable Innovation Matrix (SIM) leadership model. We observe it by employing a unique data set of the behaviors of fifty regional heads (mayors and regents) in Indonesia. The results of the analysis show that the transformational leaders who made a catalytic collaboration have proven ability to create significant impacts on their regions. The changing times in the industry 4.0 era are a great opportunity for a leader to formulate a program involving various parties. Various sources of information can easily be accessed; moreover, it becomes faster and more efficient to communicate with others. The leaders with good transformational leadership competencies who make a catalytic collaboration can generate innovations that not only create relevant impacts on the needs of their regions, but they are also sustainable in terms of economic and environmental aspects. The results also suggested that leaders must be courageous to make innovation and strongly care for their regional development despite limited resources there. In doing so, those leaders must collaborate catalytically with other parties to optimize all available opportunities for the progress of the regions that they lead.

The world is now facing such a volatile, uncertain, complex, and ambiguous situation known as VUCA that it has generated such new challenges. Therefore, it is imperative that a leader to have competences that always grow. Transformational leadership is a type of leadership deemed superior to anticipate those challenges, where a leader is supposed to always be agile in achieving the organizational goals. This study aimed at analyzing a correlation among leadership aspects (through Multifactor Leadership Questionnaire/MLQ assessment), cognitive functions (through Wechsler Bellevue assessment), and brain activity pattern/brain mapping (through Electroencephalography/EEG). Then, we gave a stimulus through neurofeedback to train the participants’ control over their brain waves. The results revealed that all participants that became the research samples had a transformational leadership type with idealized influence (behavior) and inspirational motivation subtypes. Moreover, the presence of stimulation to the brain (neurofeedback) enabled the participants to control their brain waves when they were conscious. The leaders will be able to perform optimally when they can control their brain waves and when they are conscious.

The world has changed as we entered the new situation full of volatility, uncertainty, complexity, and ambiguity. To be able to cope with this situation, an organization has to translate the challenges into a clear vision and action. A leadership style that is agile to adapt with the magnitude and the characteristic of the occurring problem is needed. Transformational leadership is a participative leadership style that is not only able to motivate and drive the organization vertically and horizontally but also always be agile in every circumstance. Thus, the organizational capacity to achieve the shared vision and mission will be encouraged. Applied neuroscience gives an understanding about the activities and mechanism of the brain which improves the required competences of a leader. Therefore, applied neuroscience will help a leader transform the organization. This study shows that applied neuroscience can help a transformational leadership achieve a “physically, emotionally, and mentally safe” state and encourage an organization to transform itself effectively.This study does not only explore a new perspective of transformational leadership issues, but it also provides an important contribution related to applied neuroscience, in particular, mapping transmission mechanism of the brain activities affecting body’s reaction, internally (emotions and hormone) and externally (body reaction), which further affect the transformational leadership behaviors.

The study emphasizes on the role of transformational leader in developing a culture of knowledge sharing in public sector hospitals. Transformational leaders may become the source of inspiration and serve as role models for organizational members to share their valuable knowledge with others. The leaders are unable to develop an organizational culture where there is trust among organizational members to share their valued knowledge with each other. However, it is needed to know that whether a cause and effect relationship exists among transformational leader and knowledge sharing. The implication of the present study is the result of the dangerous nature of the problem that confronts not only some hospitals, but whole health sector and indeed countries as a whole. The present study helps in developing a trust based organizational culture where employees feel free to share their worthwhile knowledge. By sharing knowledge, the performance of the hospitals can also be enhanced and patient care becomes easier. 

This
study aimed at investigating the effect of transformational and transactional
leadership on education of employees’ creativity by considering the moderating
role of learning orientation and leader’s gender. The study hypotheses were
based on the impact of transformational and transactional leadership styles on
employees’ creativity. In this regard, the study questionnaire is distributed
among 548 people of department of education employees. Using structural
equation modeling the relationships between variables were investigated. The
findings showed that the female leaders were more effective than male leaders
on transforming schools. Moreover, the results showed that the learning
orientation moderates the connection of both leadership styles and employees’
creativity.

To date, the relationships among organizational culture, transformational leadership and
organizational commitment have been empirically investigated. However, majority of these
studies have been focusing on direct effects of either transformational leadership or
organizational culture on organizational commitment in large organizations. This approach
might not only hinder our understanding on real predictors of organizational commitment but also obscure the presence of spurious relationships. Therefore, this study aims to determine the mediating effect of organizational culture on the relationship between transformational leadership and organizational commitment among small business employees. An explanatory research design was used with cross-sectional survey as data collection technique. Once the composite reliability, construct, and convergent and discriminant validity of the measurement constructs were established, a Partial Least Square Structural Equation Modeling (PLS-SEM) was run to analyze the structural model and the mediating effect of organizational culture. The results showed that organizational culture mediates the effect of transformational leadership on organizational commitment among small business. This study cautions the generalization of findings obtained from large organizations to be extended to small organizations.