Transformational and transactional leadership styles,followers' positive and negative emotions,and performance in German nonprofit orchestras

Although the transformational‐transactional leadership paradigm has received increased attention from the research community over the past two decades, the nonprofit sector has been largely neglected. This study provides information about the effectiveness of transformational and transactional leadership styles in the domain of German nonprofit orchestras, while exploring the role of emotions within these leadership styles. We examined musicians' perceptions of their orchestra conductors' leadership behaviors and related those behaviors to performance. Positive emotions were associated with both transactional and transformational leadership. Negative emotions partially mediated the influence of transformational leadership on performance. In combination, the results allow a more thorough and detailed understanding of effective leadership behavior in nonprofit organizations.     

Drawing on revisionist economics to explain the inspirational dimension of leadership

Hermalin’s (1998) model of leadership by example makes leadership amenable to conventional economic analysis by excluding the possibility that leader rhetoric can have an inspirational effect that induces followers to increase the effort they exert in team situations. This effect is also ignored by Casson (1991) who demonstrates that leader rhetoric can reduce opportunism through the moral manipulation of shame and guilt. The general propositions that Elster (1998) advanced with regard to the relationship between the emotions and decision making are applied in a theory which explains the inspirational dimension of leadership in terms of the way leaders rhetoric strengthens the hopes and counters the disappointments of followers.     

Are Listeners Perceived as Leaders?

Listening is known to strongly correlate with leadership perception. As leadership theories distinguish between people-oriented (consideration) and task-oriented (initiating structure) leaders, we sought to identify parallel listening behaviors: person-oriented listening versus fact-oriented listening. A survey of employees from multiple organizations (N?=?238) suggested that both person-oriented listening and considerate leadership are better measured with subscales differentiating constructive and destructive listening and considerate and inconsiderate leadership. Second, results suggested that the highest correlations for each leadership scale were (a) leadership consideration with person-oriented listening (r = .71), (b) leadership inconsideration with destructive listening (r = .67), and (c) initiating-structure leadership with fact-oriented listening (r = .23). The pattern of relationships was further explored with a path analysis. Based on the data, it appears that measuring listening could benefit from using separate scales for constructive versus destructive listening, and that key aspects of leadership perception are highly correlated with listening behaviors.     

Effektive Führung heterogener Teams

This article in the journal “Gruppe. Organisation. Interaktion. (GIO)” analyzes theoretical and empirical findings of international research on the role of leadership in diverse teams. While practitioners often tend to expect primarily positive effects of team diversity, research has revealed both positive and negative consequences on team performance. Thereby, realizing positive outcomes of diversity appears to depend on additional boundary conditions; among these, leadership is often considered to be crucial. According to our analysis of the literature, established leadership styles (e.?g., transformational leadership, LMX, leader consideration) may contribute to increased performance of diverse teams. In addition, they will be most effective when leaders perceive and treat their followers as individuals rather than as members of a (sub-)group and when they carefully adjust their behavior to the most critical diversity attribute in the team. Based on these results, we provide practical implications for leadership in diverse teams and discuss how adequate leadership skills can be systematically developed in organizations.     

Navigating change in the era of COVID-19: The role of top leaders’ charismatic rhetoric and employees’ organizational identification

The Novel Coronavirus (COVID-19) pandemic has had tremendous and swift effects on organizational change. This study examined how organizations can leverage leadership and employee resources to facilitate positive change outcomes. Drawing from the self-concept based motivational theory of charismatic leadership and substitutes for leadership theory, the current study proposed a theoretical model connecting top leaders’ charismatic rhetoric, employees’ affective commitment to change, and employees’ turnover intention. Furthermore, the study investigated contingencies that may modify the relationship between leadership communication and followers’ outcomes. Results from an online panel of 417 U.S. employees showed that top leaders’ use of charismatic rhetoric during change led to followers’ affective commitment to change, which decreased their turnover intention. Furthermore, employees’ organizational identification moderated this relationship. When employees have low identification with their organizations, top leaders’ charismatic rhetoric to address the immediate change is more needed.     

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.     

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.     

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.     

Transformational Leadership, Organizational Culture, Organizational Effectiveness, and Programme Outcomes in Non-Governmental Organizations

This study examines whether transformational leadership influences organizational culture that furthers NGOs?? effectiveness. It also examines whether transformational leadership at the top directly influences NGOs?? effectiveness. Further, it tests whether NGO effectiveness improves the programme outcomes in terms of health, income, education, and happiness of villagers. Data were collected from 312 NGOs in Jharkhand state (India). Transformational leadership, organizational culture, and NGO effectiveness were assessed from NGO personnel using standard instruments, and programme outcomes on health, income, education, and happiness were evaluated from villagers using wooden cubes. Findings reveal that transformational leadership builds organizational culture that furthers NGO effectiveness. Transformational leadership does not influence directly NGO effectiveness but it enhances NGO effectiveness promoting organizational culture. Furthermore, NGO effectiveness improves the outcomes of programmes undertaken by NGOs in terms of better health, income, education, and happiness of beneficiaries.     

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.     

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 Role and Implications of Values-based Leadership

This paper aims at analysing conceptually spiritual leadership in the organizational field. First, we identify if a relation between spirituality and leadership can exist and then if and how this influences employer/employees reciprocal behaviour. In the early years, the focus has changed, trying to deepen the differences between religion and spirituality and emphasizing the last one as a source of success for leaders. We focused on the understanding of the effects that spirituality has on the system of values and the role of values and emotions in determining a successful leader. Finally, we emphasize the role of values-based leadership capabilities within strategic management, aiming at highlighting the importance of a shared system of values in leading employees.     

An Analysis of the Influence of Public Relations Department Leadership Style on Public Relations Strategy Use and Effectiveness

A survey of Public Relations Society of America members (N = 885) suggests that 2 leadership styles are present in public relations environments. Inclusive leaders are collaborative, share decision making, and engage in participative practices. Transformational leaders have a clear vision for the future, motivate change, are good policy makers, inspire others through communication, and are innovative risk takers. Results indicate that inclusive leadership style is positively related to use of facilitative and cooperative problem solving strategies and effectiveness of informative and facilitative strategies. Transformational leadership style is positively related to use of power strategies and effectiveness of persuasive and cooperative problem solving strategies.     

Mindful leadership: mindfulness as a new antecedent of destructive and transformational leadership behavior

Purpose: While previous research has well-examined the stress reducing effects of mindfulness, much less is known, evidentially, about the impact that it might have on working behavior, particularly in the context of leadership. Against this background, the goal of our study was to examine whether mindfulness influences leadership behavior.Design: To answer this question, we used a two-source survey study consisting of 60 teams, examining trait mindfulness of leaders via self-evaluation and their leadership behavior through the eyes of their subordinates. To analyze the given data, we conducted regression analyses.Results: Our findings confirmed the hypothesized relationships. We found a negative relationship between leaders’ mindfulness and destructive leadership, as well as a positive one between leaders’ mindfulness and transformational leadership.Implications: The results of our study underline the importance of mindfulness as a potential tool to optimize leadership quality. In order to prevent destructive and promote transformational leadership, organizations should help to develop leaders’ mindfulness capacities.     

A model of work–life conflict and quality of employee–organization relationships (EORs): Transformational leadership,procedural justice,and family-supportive workplace initiatives

This paper tested a new model of employee–organization relationships (EORs) by introducing types of work–life conflict as variables leading to EOR outcomes, and by investigating the possible effects of transformational leadership, procedural justice, and family-supportive workplace initiatives upon employees’ perceptions of work–life conflict and relationships with their employers. Data were collected from a survey of 396 U.S. employees. Hierarchical Linear Modeling (HLM) was adopted to address the multilevel structure of collected data. Time-based work–life conflict, individualized consideration, and procedural justice were found to be associated with quality of EORs significantly. Fair work–life policy-making procedures also significantly predicted perceived levels of work–life conflict.     

Evaluation of and support for group prototypical leaders: a meta-analysis of twenty years of empirical research

The key premise of the social identity theory of leadership, that group prototypical leaders are more favorably evaluated than less prototypical leaders, is supported by twenty years of research. To establish overall how much variance in leader evaluation is attributable to leader prototypicality we conducted a meta-analysis of 35 independent studies (N = 6678). Prototypicality accounted for 24% of variance in leader evaluation. There was a large overall effect (r = .49), which was moderated by research method and type of evaluation. The relationship was stronger in correlational studies (r = .60) than experiments (r = .35), and on measures of leader trust (r = .63) than effectiveness (r = .43). Theoretical implications and future directions are discussed.     

Das TIMP-Inventar – Ein Beitrag zur ökonomischen Erfassung von Kern-Faktoren salutogener Führung

Occupational health management and science increasingly focus on the issue of health-promoting leadership. Meanwhile a lot of leadership behaviors have been identified that affect the health of employees. To measure them requires high costs. Therefore, the aim of this study is to identify core-factors of salutogenic leadership and to operationalize them for an efficient diagnosis. As an integrative work-related indicator of employees’ health sense of work coherence (Work-SoC) was chosen. In a deductive and inductive process the TIMP-inventory has been developed that enables the economic assessment of three leadership dimensions: Trust, Incident Management and Pressure. These factors explain with less items more variance of the Work-SoC construct than established general and health-related leadership scales of transformational leadership, consideration, social support, demanding leadership as well as positive and negative health behavior. That is why the TIMP-factors can be recognized as core-factors of health-promoting leadership.     

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.     

Fostering artistic ensemble performance: Exploring the role of transformational leadership

Although empirical studies suggest that a transformational leadership style is efficient in orchestras, a coherent explanation for this finding is lacking. Linking research on workforce diversity with research on team innovation, this article provides a framework that explains the positive effects of transformational leadership in orchestras. Transformational leaders enhance the positive effects of ensemble diversity on idea generation, while at the same time reducing its negative effects on idea integration. This twofold effect of transformational leadership promotes artistic ensemble performance, that is, a coherent, highly synchronized interpretation of a given score. Contributions to the literature and implications for further research are formulated.     

Transformational leadership,organizational culture,and innovativeness in nonprofit organizations

This is an exploratory study of leadership, organizational culture, and organizational innovativeness in a sample of nonprofit human service organizations: Associations of Retarded Citizens. Although leadership has been held out as one of the most important predictors of innovation, this study found it was not correlated with organizational innovativeness. Examination of the relationships between leadership and cultural variables provided some alternative explanations for this finding. Positive relationships among transformational leadership, organizational values, and cultural consensus (degree of agreement among employees on those values) indicate that leadership practices employed in this sample created strong cultural consensus around values that may inhibit innovation. These findings suggest that examining the link between leadership and organizational culture is important for understanding how leadership and innovation are related. This article sets out practical implications, based on the results of the study, that may help nonprofit managers create workplaces supportive of innovation.