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.     

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.     

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.     

Four Types of Leadership and Orchestra Quality

This study analyzes the effects of a conductor's power‐based leadership on orchestra quality. The structure of power‐based leadership and the hypotheses were tested with a sample of musicians from German orchestras. Confirmatory factor analyses verify four types of power‐based leadership of the conductor vis‐à‐vis the musicians: (1) expert/referent power, (2) informational power, (3) legitimate power through position, and (4) impersonal and personal reward and coercive power. The relative importance of the four forms of power‐based leadership on artistic quality was tested using structural equation modeling (SEM). The results supported the hypotheses that expert power and referent power have the strongest positive impact on artistic quality than all other forms of power‐based leadership under study. Contributions to theories of leadership and power, research methods, and practice are discussed.     

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.     

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.     

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.     

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.     

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.     

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.     

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.     

The strategic use of Twitter to manage personal public relations

This study examined the effect of personal public relations developed through Twitter on cognitive and attitudinal aspects, particularly focusing on the use of Twitter by CEOs. According to the responses of young consumers who participated in this study, their attitudes toward the use of Twitter by CEOs positively influenced their perception of transformational leadership (H1). Further, perceived transformational leadership was positively associated with attitudes toward CEOs using Twitter; this in turn positively influenced attitudes toward corporations (H2). The positive evaluation of the use of Twitter by CEOs directly influenced attitudes toward such CEOs (H3), whereas attitudes toward such use did not influence attitudes toward corporations. The results indicated that microblogging is beneficial for the development of effective personal public relations by corporate leaders.     

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.     

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.     

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.     

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.     

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.     

The Journey to Inclusion

ABSTRACT

This article examines the effectiveness of a standing committee on diversity in addressing issues of diversity in a predominately white school of social work in the Midwest. The work of this committee is viewed through the lens of a transformational model of diversity. A transformational model of diversity refers to moving organizations from an ethnocentric paradigm to the infusion of diversity at every level of the organization. This moves beyond an affirmative action approach, in which success is measured by representation alone, to one of full incorporation, in which the roots of the organization are grounded in liberatory worldviews. This is the second study in a series on “The Illusion of Inclusion”(Roberts & Smith, 2002). This qualitative study is based, in part, on a survey of faculty and staff perceptions of the mission, vision, and actions of the committee on diversity over its 30-year history. It was discovered that while diversity committee did have a role to play in the journey toward inclusion, its work and to some extent, its leadership were marginalized. Participation in the committee was alternately a source of fulfillment and great stress for its members. Themes associated with membership and leadership, ownership, operationalizing the mission, and the demise of the committee are highlighted. The authors offer suggestions for moving academic organizations beyond illusion toward infusion and full incorporation from African-centered, alternative, and liberatory paradigms.     

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.