Volume 9, Issue 3, Summer 2020

The Role of Transformational Leadership in Promoting Sustainability among Property Development Companies in Malaysia

Norhani Bakri; Salasiah Abbas

International Journal of Organizational Leadership, 2020, Volume 9, Issue 3, Pages 123-137
DOI: 10.33844/ijol.2020.60500

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

Servant Leadership: A bibliometric Review

Usama Najam; Norizah Mustamil

International Journal of Organizational Leadership, 2020, Volume 9, Issue 3, Pages 138-155
DOI: 10.33844/ijol.2020.60501

This study examines the various features of existing servant leadership research by retrieving and analyzing the publications within the social sciences field. The main objective of this study is to review the last 50 years of servant leadership research in the field of social science starting from 1970s till end of 2019. The bibliometric analysis such as bibliographic coupling, co-authorship and co-occurrence analysis was conducted. The study result shows the most researched concept, key authors, sources/journals, institutions, countries and publication within the servant leadership field. This study also highlights the collaborative research networks of servant leadership research existing between the authors across the globe. This study is the first effort to conduct a comprehensive bibliometric review on academic servant leadership literature and also it is the first attempt to map an orderly conceptual structure by applying visualization bibliometric techniques. The major contributions of this study are the results from examining the literature in a structured, comprehensive and objective manner. These results offer the researchers and scholars a guidance to further explore the servant leadership research area in the field of social sciences. This study also provides the researchers to build networks with multiple institutions, countries and authors across the globe that have contributed significantly in this field

Leadership Competency Model-Drenica: Generalizability of Leadership Competencies

Fadil Çitaku; Hetem Ramadani

International Journal of Organizational Leadership, 2020, Volume 9, Issue 3, Pages 156-162
DOI: 10.33844/ijol.2020.60502

This paper aims to summarize the generalizability of leadership competencies published in field of leadership. This present study used the Leadership Competencies Model of Çitaku et al. (2012), which has investigated six most developed western countries (Austria (A), Germany (D), Switzerland (CH), United States of America (USA), Canada (CA) and United Kingdom (UK)) to find out leadership competencies for efficient leaders. We randomly selected 25 leadership competencies using the Research Randomizer tool and systematically researched on Google Scholar, how many times occur leadership competencies, published between the 2010 and 2020. The analysis of the related literature was conducted by employing a bibliometric analysis of the research on the Google Scholar database between 2010 and 2020. The results of present study showed that there is an outstanding interest in our randomly chosen leadership competences and that these 25 competencies can be applied in any leadership domain. The study brought out 25 important leadership competencies incorporated in seven important domains, resulting with leadership competencies model named DRENICA, which is scientifically robust and can be used in leadership training courses and programs, in all leadership domains. The study concluded that 25 randomly chosen leadership competencies are robust, generalized and can be used in any leadership domain. Future research should be designed to replicate, extend and confirm the present findings. Meanwhile, we have provided a “Leadership Competency Model-Drenica” that can be employed to teach and further investigate leadership competences.

Transformational and Devious Leadership and How it Predicts Stress and Workplace Wellbeing

Per Eisele

International Journal of Organizational Leadership, 2020, Volume 9, Issue 3, Pages 163-169
DOI: 10.33844/ijol.2020.60503

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.