• The Journal of Asian Finance, Economics and Business
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• 제9권10호
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• pp.201-214
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• 2022

Transformational leadership styles are seen as key to inspiring employees to embrace change, as well as to build a sense of responsibility and autonomy at work. This study aims to examine the impact of managers' emotional capacity on transformational leadership behavior in enterprises in Vietnam. Using quantitative research methodology, through exploratory factor analysis (EFA) and linear structure model (SEM), with survey data of 632 samples who are managers of different levels in the enterprise. Research results show that the emotional capacity of managers has both a direct and indirect impact on transformational leadership behavior through the intermediary factors of knowledge sharing at work and corporate social responsibility for employees. Based on that, the study proposes a number of recommendations to promote transformational leadership behavior in enterprises. The findings of this study have demonstrated the importance and impact of managers' emotional capabilities across multiple dimensions of transformational leadership behavior. These are both theoretical and practical contributions that provide managers with greater insight into their emotional capabilities and the need for transformational leadership behaviors. At the same time, the results of this study will also be an important foundation for further research.

• 보건행정학회지
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• 제16권3호
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• pp.1-18
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• 2006

The organizational effectiveness of hospital in various environmental fluctuations is a large and complex problem. Hospital CEO leadership characteristics may be a critical determinant of employees' job satisfaction and turnover intention. Several empirical studies on transformational leadership found that transformational leadership behaviors were positively related to workers' job satisfaction and turnover intention. Very little research related to this subject has been done in health care settings in Korea. The author explores the relationship between hospital CEO leadership style and its effect on job satisfaction and turnover intention among the all staffs of general hospital. The relationship of hospital CEO leadership style to employees' job satisfaction was investigated using the Bass's leadership paradigm of transformational and transactional leadership. The Multifactor Leadership Questionnaire(MLQ) and the index of job satisfaction and turnover intention were completed by 493 hospital employees(doctors, nurses, hospital administrators, technicians, and assistants). The findings show a similar trend to the previous studies. Hospital CEO leadership behaviors and employee outcomes were significantly correlated. Correlations showed a significant positive relationship between those hospital CEO exhibiting a transformational leadership style and the job satisfaction of their staffs. The results of multiple regression analysis indicate that the effect of charisma in transformational leadership behaviors is more higher than other variables. Transformational leadership style may be a more effective strategy and have a greater effect on staff outcomes, attitudes and behaviors. The findings of this study reveal implications for efficient hospital management and the importance of understanding relationship between hospital CEO's leadership style and subordinate behaviors in the context of CEO's desirable role and function for hospital strategy planning and future direction.

• 대한간호학회지
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• 제36권2호
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• pp.361-372
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• 2006

Purpose: This paper was conducted to examine the effects of transformational leadership behaviors, within the substitutes for leadership model(Kerr & Jermier, 1978). Method: Data was collected from 181 staff nurses in 3 general hospitals, with self-reporting questionnaires(MLQ developed by Bass, rd-SLS developed by Podsakoff, et at., and MSQ developed by Weiss, et al.). Descriptive statistics, factor analysis, Cronbach's alpha and moderated regression analysis were used. Result: 1) The transformational leader behaviors and substitutes for leadership each had correlations with job satisfaction. 2) The total amount of variance accounted for by the substitutes for leadership was substantially greater than by the transformational leadership behaviors. 3) Few of the substitutes variables moderated the relationships between the transformational leader behaviors and job satisfaction in a manner consistent with that specified by Howell, Dorfman, and Kerr(1986). Conclusion: The finding of this study suggest that leaders need to have a better understanding of those contextual variables that influence job satisfaction. Thus future research should focus attention on the moderating effects of substitutes, as well as the things that leaders can do to influence them. In addition, it may be good to examine the effects of substitutes on other criterion variables.

• 한국안전학회지
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• 제33권6호
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• pp.66-76
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• 2018

This study examined the influence of safety leadership on safety behavior, safety climate and accident using meta analysis. Specifically, safety leadership model which incorporated both transformational and active transactional leadership styles was tested using meta analysis. The results showed that both transformational and active transactional leadership had a positive relationship with safety compliance and participation behavior, and organizational safety climate. However, both leadership styles had a negative relationship with accident. In addition, transformational leadership had significant greater effects on safety behaviors and accident than transactional leadership. In contrast, although there were no significant differences, transactional leadership has a greater effect on the safety climate. These findings suggest that active transactional leadership is important in establishing perceived safety climate of employees, whereas transformational leadership is more related with improving employees' safety behaviors. Therefore, in line with the previous studies of safety leadership, a combination of both transformational and transactional styles will be most beneficial for developing organizational safety management program. Based on these results, practical implications and further research in terms of development for safety leadership program are discussed.

• Asia pacific journal of information systems
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• 제29권1호
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• pp.83-116
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• 2019

Given the critical role of information technology (IT) in achieving organizations' strategic goals, it becomes increasingly important for organizations to develop and retain a competent IT workforce. We investigate how organizations make IT personnel feel content with their job, motivate them to perform at their best, and consequently retain them. We develop a model in which IT leadership, conceptualized as "transformational" and "transactional" IT leader behaviors, influences IT personnel's perceptions of requisite soft skills and IT personnel's Quality-of-Work-Life (QWL), and how IT personnel's QWL in turn affects IT personnel's intention to stay. Using survey data from 205 IT professionals, we found that IT leadership behaviors, particularly transformational leadership behaviors, positively influence IT personnel's intention to stay. We also found that this relationship is fully mediated by IT personnel's QWL. In addition, we found that transformational leadership behaviors positively influence IT personnel's perceptions of requisite soft skills. We discuss the implications of our findings for theory and practice.

• 간호행정학회지
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• 제11권3호
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• pp.315-322
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• 2005

Purpose: The purpose of this study was to investigate the impacts of psychological empowerment and transformational leadership on organizational commitment among hospital nurses. Method: The sample consisted of 279 nurses from 3 university affiliated hospitals. Data were collected with self-administered questionnaires and analyzed using Pearson correlation and hierarchical regression. Result: Transformational leadership has greater influence on organizational commitment for nurses. Psychological empowerment and three transformational leadership(charisma, individualized consideration and inspiration) has direct effects on organizational commitment. Psychological empowerment did not interact the relationship between transformational leadership and organizational commitment. Conclusion: The results imply that nurse managers should exercise transformational leadership and empowering behaviors for nurses to be committed in organization.

• 품질경영학회지
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• 제27권2호
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• pp.57-80
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• 1999

This research uses measures of transformational and transactional leadership to examine its impact on subordinate psychological empowerment and on his/her creativity in 3 resort complexes. For a total of 462 respondents, followers' sense of increased empowerment and creativity are significantly and positively related to the transformational leadership behaviors of their immediate superior, including charismatic attributes and behaviors, individual consideration, and intellectual stimulation. Two of the three transactional leadership measures, including contingent reward and management-by-exception(active), correlate positively with the followers' perceived empowerment and creativity, but the rest one, management-by-exception(passive), negatively with them. The impact of all of the three measures of transformational leadership and the two of transactional leadership(i.e., contingent reward and active management-by-exception) on subordinate creativity is partially mediated by the subordinate empowerment.

• The Journal of Asian Finance, Economics and Business
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• 제10권1호
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• pp.111-121
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• 2023

Given the gaps in the link between leadership, knowledge resource, and innovation capability, this study aims to examine the potential mediating role of knowledge sharing and moderating role of knowledge-centered culture in the relationship between transformational leadership and a firm's capability for innovation. This study applied the Structural Equation Modeling to try out proposal hypotheses in the research model through a questionnaire survey from a sample of 301 participators in 115 small and medium firms in the field of tourism and hotel. The findings disclosed that knowledge-sharing behaviors significantly mediate the transformational leadership-innovation relationship. It highlights the significant impact of explicit knowledge sharing in comparison with the influence of tacit knowledge sharing on innovation capability. The paper also reveals the crucial role of knowledge-centered culture in boosting the knowledge-sharing-innovation relationship. By exploring the mediating role of knowledge sharing and the moderator of knowledge-centered culture, the paper significantly brings insight into different mediating and moderating mechanisms to improve innovation capability. The paper significantly fills up the gaps and provides valuable initiatives on the mechanism of how transformational leadership and specific forms of knowledge-sharing behaviors positively affect innovation capability under the moderating role of knowledge-centered culture.

• 품질경영학회지
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• 제47권1호
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• pp.59-74
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• 2019

Purpose: Despite the fact that the majority of domestic firms are small in size, there have been few studies conducted to understand the leadership effectiveness of small firm CEOs. Based on the upper echelon theory, this study attempts to demonstrate empirically that transformational leadership of small firm CEOs can increase the innovative behavior of employees. In addition, the present study examines mediating effects of CEO trust perceived by employees when transformational leadership affects employees' innovative behavior. Methods: The survey data of CEOs'transformational leadership, innovative behavior of employees, and perceived CEO trust were collected from 176 employees working in domestic small firms. Hierarchical regression analyses were performed to examine the main effects between transformation leadership and innovative behavior and mediating effects of CEO trust perceived by employees. Results: The results show that CEOs' transformational leadership is significantly related to the innovative behavior of employees in the current sample. Results also indicate that CEO trust perceived by employees reveals a mediating effect in the process of transformational leadership affecting innovative behavior. Conclusion: The results show that as suggested by the upper echelon theory, the leadership of small firm CEOs can have a significant impact on positive job-related behaviors and attitudes of employees. The results also contribute to expand on the understanding of the relationship between transformational leadership and innovative behavior by explaining that transformational leadership can mediate trust in CEOs in enhancing employees'innovative behavior. Theoretical and practical implications are reviewed, and limitations of the study and suggestions for future research are addressed.

• 간호행정학회지
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• 제3권1호
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• pp.5-15
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• 1997

Today's rapidly changing healthcare environment and increasingly professional nursing practice indicate that identifying leadership characteristic of nursing leaders and executives is a vital importance in today' s time and also mandate innovative leadership for nursing service. Therefore, the purpose of this study is to examined the transformational, transactional leadership styles of the Nurse Administrators. The sample consisted of sixteen mid-level nurse administrators, fifty head nurses of 5 General Hospital. Data for this study was collected from Sep. 20 to 29 by Bass' MLQ Questionnaire. The data was analyzed by frequency, percentage, one-way ANOVA. Major findings are as follows : Appropriate one-way ANOVA tests revealed that the differences for transformational and transactional leadership styles of nurse executives, mid-level nurse administrators as perceived by their immediate subordinates were statistically significant(P<.05). The scores of transformational and contingent reward behaviors were declined of the mid-level nurse administrators. The transactional scores of nurse administrators were lower than transformational ones, which is a desirable findings. The result of this study, the mid-level nurses administrators were perceived as the highest transformational leader by their subordinates. The nurse executives received the lower transformational leadership scores than mid-leval administrators. These results were opposit to the previous studies. Leader can aspire to these qualities of transformational leadership, building on the more traditional transactional dimensions. We can think that transformational leadership suggests a direction for developing a creative and rewarding approach to the leadership of professionalnursing practice environments. More research on transformational qualities in nursing service and controlled designs would be desirable for nursing service administration.