Bridging transformational leadership,transparent communication,and employee openness to change: The mediating role of trust

Based on a random sample of employees (n = 439) in the United States, this study examined the effect of transformational leadership and transparent organizational communication on cultivating employee organizational trust during an organizational change event. We also investigated the interplay between transformational leadership, transparent communication, and organizational trust, and their impact on employee openness to change. The findings suggested that transformational leadership and transparent communication were positively associated with employee organizational trust, which in turn, positively influenced employee openness to change. Theoretical and managerial contributions of the study were discussed.     

Which Leadership Constructs Are Important for Predicting Job Satisfaction,Affective Commitment,and Perceived Job Performance in Profit versus Nonprofit Organizations?

As an integrative research effort, the present study critically analyzed the relative importance of six leadership constructs—(1) transformational, (2) transactional, (3) laissez‐faire, (4) consideration, (5) initiating structure, and (6) leader‐member exchange (LMX)—as predicting indicators of leadership effectiveness in the for‐profit versus the nonprofit sector. Based on data from seven samples from the for‐profit and nonprofit sectors, the unique effects of the six leadership constructs were tested on three criteria of leadership effectiveness on the individual level: job satisfaction, affective commitment, and perceived job performance. The results for the for‐profit samples revealed that LMX was the most important aspect for explaining variance in job satisfaction, and initiating structure was most important for commitment. In the nonprofit samples, LMX was the most important aspect of job satisfaction and transformational leadership for commitment. In both for‐profit and nonprofit organizations, initiating structure had the strongest unique impact on perceived job performance. We discuss implications for current leadership research and practical implications.     

Tuning into performance and satisfaction in nonprofit orchestras: One link between transformational leadership and satisfaction is through reduction in conflict

In this study, we tested hypotheses concerning volunteers' not‐for‐profit work, specifically the relations of transformational leadership with performance and satisfaction as well as the question of how task and relationship conflict fit into these relations. We argue that conflicts are detrimental to satisfaction and performance and that the frequency of conflict can be reduced through transformational leadership. We analyzed data from a large sample of lay orchestra musicians (N = 1,535) and found that musicians' perceptions of their conductors' transformational leadership style were positively related to both the performance and satisfaction of the musicians. Furthermore, we found that conflict mediated the relation between transformational leadership and satisfaction to some extent. The mediation occurred via the frequencies of both task and relationship conflicts even though the frequency of conflict was quite low in this sample in general.     

Sources of Volunteer Motivation: Transformational Leadership and Personal Motives Influence Volunteer Outcomes

We examined the separate influences of volunteers' personal motives and their team leaders' behaviors on volunteer satisfaction and contributions, along with mediating processes suggested by self‐determination theory. Participants were 302 volunteers who worked in teams at various sites through a central agency. As predicted, both personal motives for volunteering and transformational leadership influenced volunteer satisfaction through enhanced work meaningfulness and higher‐quality team relationships. However, motives that predicted volunteer contribution were different from those that predicted satisfaction. Whereas satisfaction was positively associated with motives concerning esteem enhancement and value expression, contribution was positively associated with motives to gain understanding and negatively related to motives pertaining to esteem enhancement and social concerns. Transformational leadership was positively associated with volunteer satisfaction, but not with volunteer contributions. The theoretical ramifications of these findings are discussed, along with practical implications for the recruitment and retention of volunteers.     

Transformational leadership and follower proactivity in a volunteer workforce

This study explored how transformational leaders can enhance volunteers’ proactive behavior in an all‐volunteer nonprofit organization. Based on Parker, Bindl, and Strauss’s model of motivation, it was hypothesized that role breadth self‐efficacy, work values (self‐direction/stimulation and universalism/benevolence), and positive affect would mediate the transformational leadership—proactive behavior relationship. Data came from 141 volunteers in Brazilian chapters of an international not‐for‐profit organization. The model was tested using structural equation modeling, with mediation hypotheses tested by estimating the indirect effects using bias‐corrected intervals. Comparative fit index (.97) and standardized root mean square residual (.05) fit statistics indicate the model is plausible. These findings contribute to the understanding of the role that leaders play in increasing followers’ proactive behavior in volunteer organizations.     

Transformational leadership behavior,emotions, and outcomes: Health psychology perspective in the workplace

The purpose of this study is to empirically evaluate the transformational leadership styles, emotions, and organizational outcomes among different professionals in different sectors. The transformational leadership and emotions theories were utilized and tested in a sample of 128 leaders in Sweden. The main objectives of the study are (1) to determine which of the transformational leadership styles (TLS) are best at predicting effective outcomes (OUT) of extra effort by employees (EXE), leader effectiveness (EFE) and job satisfaction (SAT) and (2) to examine which TLS predict significant positive emotions (TEMO). Results of the study reveal that TLS and most of the outcome scales (SAT, EXE, SAT) are positively and significantly correlated. Charisma (C) and idealized influence (II) are not correlated with EFE. The results further supported that inspirational motivation leaders behavior could produce greater amounts of SAT (r?=?.54**), EXE (r?=?.41**). Individualized consideration (IC) also generates great SAT, r?=?.42. The study also found that only inspirational motivation (I) and intellectual stimulator leadership styles made a significance for TEMO such as being enthusiastic, hopeful, proud, happy, attentive, and inspiring with β?=?26 and β?=?17, respectively. Inspirational transformational leaders’ behavior and emotions are the most capable in increasing the organizational overall outcomes by boosting employees’ job satisfaction, additional effort, and effectiveness. Hence, these improve and enhance the mental and psychological health inside and outside the workplace.     

Transformational Leadership in Labor Organizations: The Effects on Union Citizenship Behaviors

This study suggests that transformational leadership influences union citizenship behavior by fostering a covenantal relationship between the union and the union member. A framework for covenantal relationships is developed from social exchange and social identity theories. Transformational leadership behavior was found to be strongly related to perceived union support, a social exchange construct. The results also indicated that there are positive and significant relationships between other social exchange constructs such as felt obligation and trust. Social identity theory is used to augment social exchange theory in explaining the process by which transformational leadership behaviors relate to union citizenship behaviors through union-based self-esteem. Limitations of the study, implications for union management, and directions for future research issues are discussed.     

Toward a Mediation Model of Employability Enhancement: A Study of Employee‐Supervisor Pairs in the Building Sector

This study examines whether jobs that enable competence development and a constructive leadership style enhance workers' employability or career potential through their assumed positive relationship with work‐related flow (absorption, work enjoyment, and intrinsic work motivation). The authors conducted an explorative study with 303 pairs of employees and their direct supervisors working in a Dutch building company. Results indicate that self‐ratings of learning value of the current job and transformational leadership have an indirect relationship with supervisor ratings of employability through work‐related flow.     

Evaluating positive leadership: pilot study on the psychometric properties of a reduced version of the Positive Leadership Assessment Scale / Evaluando el liderazgo positivo: estudio piloto de las propiedades psicométricas de una versión reducida del Positive Leadership Assessment Scale

Positive leadership is considered a fundamental factor which contributes significantly to the development of healthy organizations. Positive leadership has been address via other leadership models, primarily transformational and authentic leadership, with which some affinities have been established. Although there is a large body of literature on positive leadership, especially related to its practical aspects, the construct is not properly delimited and there are only a few relevant contributions on how to measure it. The purpose of this paper is to conduct a pilot study to examine the psychometric properties of a reduced version of the PLAS (Positive Leadership Assessment Scale). Results from a confirmatory factorial analysis show that a five-correlated factors model achieves a good fit with the empirical data (on a sample of Spanish students). Likewise, this study also offers a range of evidence of validity, showing a relationship with the constructs of both transformational and authentic leadership and engagement.     

Transformational Leadership and Volunteer Firefighter Engagement

This study explores the relationship between transformational leadership and volunteer firefighter engagement. Using responses from 213 volunteer firefighters, structural equation modeling reveals a positive relationship between transformational leadership and volunteer engagement, which is mediated by both group identification and perceived social impact. In addition, higher volunteer engagement is positively related to a firefighter's intention to continue volunteering and to recruit others. Taken together, the results indicate that transformational leaders achieve positive volunteer outcomes by strengthening the organizational ties of volunteers and by connecting volunteers with the prosocial impact of their work. Theoretical implications for transformational leadership research in volunteer settings as well as practical recommendations for a sustainable volunteer management are provided.     

Does managers' motivation matter? Exploring the associations between motivation,transformational leadership,and innovation in a religious organization

Religious organizations are social systems operating in a complex and changing environment. By looking to an authority beyond themselves, religious organizations have comparatively little control over defining their own goals. In this juggling between sticking to the ultimate goal of an organization and adapting to complex changing environments, that is, in the juggling between tradition and renewal, transformational leadership seems to play an important role in religious organizations. The extensive body of literature on transformational leadership has focused more on the outcomes of transformational leadership than on its antecedents. We extend the existing literature by linking managers' motivation to their transformational leadership behaviors in a religious organization. More specifically, we examined the associations of intrinsic and prosocial motivation with transformational leadership, and we investigated the relationship between transformational leadership and innovation among 252 managers in the largest nonprofit organization in Norway, the Church of Norway. Analyses in structural equation modeling revealed a positive relationship between intrinsic motivation and transformational leadership, whereas the relationship between prosocial motivation and transformational leadership was not significant. Transformational leadership was positively associated with innovation. Based on the results of the study, we discuss practical implications regarding how to support intrinsic motivation, transformational leadership, and innovation in religious organizations.     

Why Leadership Matters to Internal Communication: Linking Transformational Leadership,Symmetrical Communication,and Employee Outcomes

This study examines how organizational leadership influences excellent internal communication by building the linkage between transformational leadership, symmetrical communication, and employee attitudinal and behavioral outcomes. The results showed that transformational leadership positively influences the organization's symmetrical communication system and employee–organization relationships. The effects of transformational leadership on employee relational outcomes are partially mediated by symmetrical internal communication. Symmetrical communication demonstrates large positive effect on the quality of employee–organization relationships, which in turn leads to employee advocacy. Effects of symmetrical internal communication on employee advocacy are fully mediated by employee–organization relationships. Significant theoretical and practical implications are discussed.     

Inclusion and commitment as key pathways between leadership and nonprofit performance

Given the projected growth of workforce diversity in the United States and the fact that heterogeneous workforces result in both positive (increased retention and performance) and negative (increased conflict and turnover) organizational outcomes, nonprofit leaders are faced with the challenge of effectively managing their workforces. Findings ways to ensure positive workplace outcomes, such as employee commitment (an emotional attachment to the organization) and performance, is especially critical for the overall functioning of nonprofit organizations. Using longitudinal multilevel path analyses, this study examined whether transformational leadership influenced work group performance through both creating a climate for inclusion and increasing employee affective commitment in a diverse nonprofit health care organization. Results indicate that transformational leaders help increase perceptions of inclusion, which improves employee commitment to the organization, and ultimately enhances perceived work group performance. This suggests inclusion and affective commitment as key factors for how leaders can increase nonprofit performance.     

Transformational leadership and job satisfaction of police officers (carabineros) in Chile: the mediating effects of group identification and work engagement / Liderazgo transformacional y satisfacción laboral en carabineros de Chile: los efectos mediadores de la identificación con el grupo y el work engagement

Abstract

The aim of this paper is to examine the relationship between transformational leadership and work satisfaction, as well as to analyse the mediating role of group identification and work engagement in a police training process at a Chilean professional military institution. The sample was made up of 985 candidates representing all the candidates that joined the units of the country in the different locations. Officers and non-commissioned officers acting as instructors were considered ‘leaders’, while their ‘followers’ were the young candidates in the training period. It was found that all the relevant variables were positively and significantly interrelated, and a model of structural equations revealed that both work engagement and group identification played a mediating role in the relationship between transformational leadership and work satisfaction.     

Leadership Style in Relation to Organizational Change and Organizational Creativity: Perceptions from Nonprofit Organizational Members

As the environment within which organizations act continues to change and becomes increasingly competitive, maintaining an organizational climate that supports change and encourages creativity is a key objective for organizational leaders. This article examines the relationship between leadership style (transformational, transactional, laissez‐faire) and members' perceptions of the psychological climate for organizational change readiness and psychological climate for organizational creativity. Results indicate that transformational leaders have a direct positive relationship with psychological climate for organizational change readiness and organizational creativity, while laissez‐faire leaders have a negative relationship.     

The Effects of Authentic Leadership on Strategic Internal Communication and Employee-Organization Relationships

This study examines how strategic leadership influences excellent internal public relations by establishing the linkage between authentic leadership, symmetrical and transparent communication, and employee–organization relationships. The results showed that authentic leadership as an antecedent factor plays a critical role in nurturing an organization's symmetrical and transparent communication system, which in turn, cultivates quality employee–organization relationships. An organization's symmetrical communication worldview greatly fosters its day-to-day transparent communication practice. Transparent communication, characterized by information substantiality, accountability, and employee participation, largely contributes to employee trust, control mutuality, commitment, and satisfaction. The impact of symmetrical communication on employees' relational outcomes is fully mediated via transparent communication. Significant theoretical and practical implications of the findings are discussed.     

Realistic Major Previews in the School‐to‐College Transition of Italian High School Students

Industrial/organizational researchers have reported that realistic job previews diminish prospective workers' expectations but promote the satisfaction and persistence of those who ultimately accept a job assignment. The authors applied this strategy to the context of school‐to‐college transition; 354 Italian high school students were provided with a 2‐hour lecture designed to simulate exposure to a college major of their choice. Students showed moderate pre‐post increases in subject matter knowledge but reported small decreases in interests and outcome expectations (but not self‐efficacy) related to the academic major to which they were exposed.     

How transformational leadership positively impacts organizational citizenship behavior in successful Chinese social work service organizations

Social work service organizations (SWSOs) have developed quickly, and there were nearly 8,000 of such organizations throughout China in the end of 2017. However, this rapid growth has brought both great opportunities and challenges. Globally, leadership has received increasing attention in the social work profession in the 21st century. Among different types of leadership, transformational leadership has been identified as a key issue in bringing more innovation and motivating employees' organizational citizenship behavior to overcome such challenges. Therefore, this study aimed to focus on social workers from the 170 applicants of the “Top 100 Social Work Service Organizations of 2017” which could be seen as the more successful SWSOs in China to examine how transformational leadership impacts organizational citizenship behavior by considering two mechanisms, workplace social capital and professional autonomy, in different areas throughout China. A two‐step process analysis was employed. First, a structural equation model was theoretically built, and it examined the direct and indirect relationships among all four latent variables, considering two mediation effects. Second, multiple group (high social work developed area group versus low social work developed area group) analyses tested the moderation effect. This study confirmed the key role of transformational leadership in the success of SWSOs and found workplace social capital as a full mediator and professional autonomy as a partial mediator in the relationship between transformational leadership and organizational citizenship behavior. These findings may shed light on the further development of SWSOs from the perspective of enhancing social workers' organizational citizenship behavior.     

Paradigm shift of employee communication: The effect of management communication on trusting relationships

Even though normative contention suggests that a favorable organizational climate leads to efficient job performance, empirical research has not addressed the trusting relationship as a variable mediating organizational climate and job satisfaction or performance.Supportive oral communication relates positively to individuals’ perceptions of management's supportiveness and friendliness. Perceived support creates trust that the organization will fulfill its exchange obligations by rewarding employee efforts. The survey results indicated that trusting relationship was positively related to measures of communication management, suggesting that those employees receiving positive communication are more likely to be motivated to form trusting relationships with the management level.