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.     

Different Pathways from Transformational Leadership to Job Satisfaction

Transformational leaders are known to inspire and motivate their followers, thereby leading to enhanced job satisfaction. Job satisfaction is an intellectual concept regarding individuals’ attitudes toward their jobs. This study asserts that the underlying mechanisms for transformational leadership to affect employee satisfaction are trust in the community, including the leader (that is, organization) and trust in the self, namely self‐efficacy. Leadership is specifically associated with continual transformations in the higher educational context, and collectivist cultures may manifest different processes underlying the transformational leadership–satisfaction relationship. This study investigated the mediating effects of trust and self‐efficacy on the relationship between transformational leadership and job satisfaction. The study sample included academicians from a nonprofit higher education institution in Turkey. The data were analyzed using structural equation modeling. The results showed that the relationship between transformational leadership and job satisfaction is fully mediated by both trust and self‐efficacy. The mediator effect of trust was shown to be stronger than self‐efficacy, which is assumed to be the result of the cultural context. The results are discussed in the context of employee satisfaction and cultural determinants of employee satisfaction.     

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.     

The Effects of Socioeconomic Status and Proactive Personality on Career Decision Self‐Efficacy

This study investigated the relationship of family socioeconomic status and proactive personality to career decision self‐efficacy in a sample of 336 Taiwanese college students. The results of the partial least squares path modeling analysis showed that both socioeconomic status and proactive personality were positively associated with career decision self‐efficacy. These findings support person input variables as being predictive of career decision self‐efficacy and provide career counselors with insight into how to design career interventions for improving college students’ career decision self‐efficacy. Implications for career counseling and suggestions for future research are discussed.     

Enhancing volunteers capacity in all‐volunteer nonprofit organizations: The role of volunteer leaders' reliance on effective management processes and (de)motivating leadership

All‐volunteer nonprofit organizations rely solely on the commitment of volunteers to support their operations. As such, it is important that leaders of these organizations, even though they are volunteers themselves, rely on professional skills in order to optimize their organization's volunteers capacity. In the present study, we investigated how volunteer leaders' reliance on effective management processes and a (de)motivating leadership style related to volunteers capacity. To this end, we relied on the Competing Values Framework (CVF) and Self‐Determination Theory (SDT), respectively. Results revealed a positive (unique) association between (the sum score of) the management processes of the CVF models, as well as (the sum score of) the motivating leadership styles and volunteers capacity. Bivariate analyses indicated that the management processes of each CVF model (i.e., human relations model, internal process model, open system model, and rational goal model) and each motivating leadership style (i.e., an autonomy‐supportive and a structuring leadership style) related positively to volunteers capacity. These findings have important practical implications as they revealed that it is crucial for volunteer leaders to implement effective management processes, while adopting a motivating leadership style.     

The effect of stimulus content on volunteering for sexual interest research among college students

Much of the literature on volunteer bias in sexual interest research has been limited to either identifying variables on which volunteers differ from nonvolunteers or examining how the intrusiveness of the meaurement device affects volunteer rates. The present study was designed to examine whether stimulus content would affect volunteer rates and volunteer/non‐volunteer differences in a large sample of college students (206 men and 358 women). The study also sought to determine whether such findings could also apply to research that recruits from exclusively heterosexual samples. Students completed questionnaires in small groups and were asked whether they would be willing to volunteer for studies that would involve viewing and rating five different types of sexually explicit images (nude men, nude women, heterosexual behavior, male homosexual behavior, and female homosexual behavior). Results indicate that men and women differed in the types of images that they would volunteer to view, based upon the content of the images. Furthermore, volunteers for each type of image reported significantly greater self‐monitoring as well as sexual and general sensation seeking than did nonvolunteers, while differences on other measures were less consistent. Discussion is given to specific ways in which the findings and gen‐eralizability of sexual interest study results can be affected.     

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.     

The role of technology in reconfiguring volunteer management in nonprofits in Hong Kong: Benefits and discontents

There is plenty of evidence demonstrating that volunteering generates benefits for individuals and society at large. However, the role of technology used in recruiting, managing, and retaining volunteers in nonprofits is underexplored in East Asia. Drawing from in‐depth interviews with representatives of eight nonprofits, we examine how technology reconfigured volunteer management in nonprofits, identify its limitations and shortcomings, and discuss strategies in which technology can be utilized to enhance the effectiveness of volunteer management. We found, through this study, that the use of technology reconfigured key aspects of volunteer management: improving recruitment by enlarging and diversifying the volunteer pool; enhancing precision and speed of volunteer matching; improving nonprofits’ ability to recruit professionals; and reducing overall administrative burden of volunteer management within these nonprofits. However, challenges in volunteer management resulting from technology uptake were also observed, including resistance among frontline staff to adopt technology, and volunteer accountability and quality assurance. Specifically, it was found through this study that the extent to which nonprofits are able to effectively utilize technology in volunteer management is contingent on how well volunteer managers are able to actualize the notion of capacity optimization, create a friendly volunteer environment, and build rapport with volunteers. Implications for enhancing organizational capacity in volunteer management vis‐à‐vis the role of technology in the third sector are further discussed.     

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.     

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.     

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.     

Peer Victimization and Psychological Maladjustment: The Mediating Role of Coping Self‐Efficacy

Not all children exposed to peer victimization experience the same type or the same degree of negative outcomes; there is heterogeneity in outcomes. This study examined coping self‐efficacy as a mediator of the relationship between peer victimization and psychological maladjustment in order to gain an understanding of this heterogeneity in children's responses to victimization. In this study, 2,161 children (1,071 females and 1,090 males), ranging in age from 10 to 15 years, 63% White, 17% Middle‐Eastern, 10% Asian, and 10% from other ethnic groups, participated. Results from the mediational analysis revealed that four coping self‐efficacy domains differentially mediated the relationship between peer victimization and social anxiety, cognitive depression, and externalizing symptoms. These findings highlight the importance of increasing children's coping self‐efficacy for proactive behavior, avoiding self‐blame, victim‐role disengagement, and avoiding aggressive behavior in order to attenuate the negative psychological outcomes of peer harassment.     

Social Status and Decent Work: Test of a Moderated Mediation Model

On the basis of the psychology of working theory (PWT; Duffy, Blustein, et al., 2016), we tested a moderated mediation model with subjective social status, work volition, proactive personality, and decent work as variables. Data were collected from 225 South Korean employees (115 women, 110 men). Results indicated that work volition mediated the relation between low subjective social status and decent work. In addition, proactive personality moderated the link between low subjective social status and work volition. Further analysis revealed that the indirect effect of social status on decent work via work volition was conditional upon proactive personality; that is, the indirect effect was weaker for individuals with a higher level of proactive personality. These results provide an application of the PWT-based model in a South Korean context. Future research could include samples from marginalized populations and additional constructs (e.g., career adaptability, human need satisfaction) of PWT.     

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.     

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.     

Does Charging Nonprofit Volunteers Affect Their Satisfaction?

Nonprofits that offer volunteer experiences in foreign countries have long charged fees to their volunteers, but recently some other nonprofit organizations have begun to charge as well. Volunteer attitudes toward such fees have not previously been studied. Product marketing research has suggested that fees can sometimes improve participants’ evaluation of their experience, but public service motivation research seems to suggest that fees will diminish participants’ satisfaction. This study examines the attitudes toward fees of 4,400 volunteers who paid $310 to participate in a week‐long project that built and repaired housing in Appalachia. Although a third of volunteers believed that the fee enhanced their appreciation of the program, an equal proportion disagreed. An even larger percentage of the volunteers believed the fee discouraged some volunteers. Concerns with fees were more common among youth volunteers than adult volunteers and among those who volunteered for altruistic rather than for career reasons. Most volunteers, even those critical of fees, were positive about their volunteer experience, but those who were least positive about the fees were also somewhat less positive about their experience. These results suggest that decisions about volunteer fees must balance the benefits of additional funds for enhanced client services against the likelihood of discouraging some potential volunteers, especially younger or more altruistic volunteers.     

The Emergent Organization: Improvisation and Order in Gulf Coast Disaster Relief

This article employs the interactionist concept of emergence to explore volunteer behavior in organizational settings after natural disasters. Through a several‐year ethnographic study of volunteer relief groups in the Post‐hurricane Gulf Coast, I examine how emergent social groups navigate situations where interactional norms, practices, and procedures are ambiguous, unclear, or in continual flux. Grassroots volunteer groups improvised organizational decision‐making and leadership structures to develop timely and appropriate responses to the post‐disaster environment. In particular, I focus on two distinct groups of volunteers whose response to these emergent interactional structures: improvisers embraced the ambiguity of group norms as an opportunity to innovate and express their creativity, whereas ritualists rejected the lack of structure and order characterized by the volunteer organizations.     

“Don't you want to stay?” The impact of training and recognition as human resource practices on volunteer turnover

Managing volunteers is a difficult undertaking. This study draws on human resource (HR) management theory and literature to investigate the effect of two HR practices—training and recognition—on volunteer turnover. We use longitudinal administrative data collected by an Indiana nonprofit organization, which contains individual volunteer characteristics, organizational HR practices, and information on actual turnover behavior. We found that recognizing volunteer contributions with awards predicted volunteer retention in the following year. Training did not have a direct effect on volunteer turnover, but interacted with gender; men who received training were more likely to stay than women. The study contributes to the literature on HR management in the volunteer context, adds to the emerging literature on awards as incentives for volunteers, and addresses the common method bias by using longitudinal data.     

How Dare to Demand This from Volunteers! The Impact of Illegitimate Tasks

The present study examined the effect of illegitimate tasks (Semmer et al. Appl Psychol Int Rev 59:70–96, 2010) within the volunteer context. A total of 191 Red Cross volunteers were surveyed to reveal the impact of unreasonable and unnecessary tasks on the volunteers’ work engagement and intent to remain at the non-profit organization (NPO). To shed light on the process through which illegitimate tasks affect outcomes, the mediating role of self-determined motivation was explored. Furthermore, the volunteers’ role orientation was assumed to moderate the relationship between illegitimate tasks and outcomes. The results showed that unreasonable tasks directly decreased the volunteers’ intent to remain. Unnecessary tasks, in contrast, had a more subtle effect in that they reduced the self-determined motivation of volunteers. Also, evidence was found for the moderating influence of the volunteers’ role orientation: Whereas unreasonable tasks were equally harmful for both groups, unnecessary tasks more strongly affected those volunteers who expressed more organizational ownership.     

A nonprofit manager's guide to online volunteering

As access to the Internet expands, volunteer managers have the option of using this new technology to manage pools of volunteers online. Online volunteering can appear deceptively simple: post an opening, select a volunteer, and then manage them by e‐mail. However, our evaluation of an active online volunteering service used by more than three hundred organizations and ten thousand potential volunteers indicates that additional planning and management are frequently needed. Through an analysis of two years of quantitative data and interviews with more than forty volunteers and managers, we have extracted suggested practices and programmatic implications for managers in the areas of program design, volunteer selection, training, ongoing operations, and evaluation.