Does transformational leadership style foster commitment to change? The case of higher education in Malaysia

Lo, May Chiun; Ramayah, T.; Run, Ernest Cyril de

doi:10.1016/j.sbspro.2010.03.877

Cited by 33 publications

(28 citation statements)

References 14 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…However, the similar findings were found in Lo, Ramayah, & Run, (2010) that transactional leadership is more able to achieve employee commitment to change than transformational leadership. As validated in the qualitative finding which showed that the employee may need some consideration to form the leader.…”

Section: Discussionsupporting

confidence: 81%

Organisational Culture, Leadership Styles and Employee’s Affective Commitment to Change: A Case of Yemen Public Sector

Ahmad

Gelaidan²

2011

JOMS

View full text Add to dashboard Cite

The purpose of this study is to examine the effect of leadership style on the affective commitment to change, moderated by the organisational culture. The research adopts both qualitative and quantitative approaches through a survey with 371 employees of public organisations in Yemen, as well as interviews with the managers. The findings showed that the transformational leadership was positively related to the employee's affective commitment to change; similar to the transactional leadership that was positively related to the affective commitment to change. The results showed that organisational culture had positively moderated the relationship between the leadership styles and employee affective commitment to change. Finally, the findings revealed that the transactional leadership was a strong predictor to affective commitment to change compared with the transformational leadership.

show abstract

Section: Discussionsupporting

confidence: 81%

Organisational Culture, Leadership Styles and Employee’s Affective Commitment to Change: A Case of Yemen Public Sector

Ahmad

Gelaidan²

2011

JOMS

View full text Add to dashboard Cite

show abstract

“…Researchers (Calantone et al, 2002;Hurley & Hult, 1998;Cohen & Levintha, 1990) have recognized organizational learning as an important driver of employee creativity and firm innovation. Similarly, Lo et al (2010) have empirically established that two dimensions of transformational leadership styles (idealized influence and intellectual stimulation) have significant effects on three dimensions of commitment to change i.e personal goals, capacity belief and context belief. Commitment to change, on the other hand, translates into execution of new objectives and change programmes which is a major necessity for numerous organizations (Jaros, 2010;Conner, 1992;Meyer et al, 2007).…”

Section: Theory Of Transformational Leadershipmentioning

confidence: 99%

“…Most prior studies on transformational leadership examined cases from developed countries (García-Morales et al, 2008;Eisenbach et al, 1999;Wang et al, 2012) and Asia (Lo et al, 2010;Jung et al, 2008). Few studies of transformational leadership and its influence on ICT applications adoption were conducted on African region and no similar study particularly exists on Nigeria.…”

Section: Introductionmentioning

confidence: 99%

The Influence of Transformational Leadership Style on ICT Adoption in the Nigerian Construction Industry

Waziri¹,

Ali²,

Aliagha³

2015

ASS

View full text Add to dashboard Cite

Information and communication technology provides construction organizations with new opportunities for improving the process of collaboration, managerial functions and maintenance of competitive advantage. Its adoption has however been faced with problem of incompetent organizational leadership. The purpose of this study, therefore, is to examine the influence of transformational leadership style on IT adoption in construction organizations. Structural equation modelling analytical approach was used to test the presence of a positive and direct relationship between transformational leadership style and IT adoption in organizations. Results strongly supported the hypothesis of a positive and direct relationship with a path coefficient of .79. Part of the recommendation of the study was for managers to diligently exhibit transformational leadership behaviours during technological change in their organizations by paying attention to the needs of their employees, providing ways and reasons for employees to comprehend and analyse problems in different ways, adequate employee motivation and building confidence and trust with employees.

show abstract

“…Likewise, Lo, Ramayah, and de Run (2010) noted that leaders' optimism and ability to enhance positive and enthusiastic atmosphere at work were the keys to survive in the demanding modern work life. These viewpoints are important for this study as well because the target enterprise had gone through a dramatic change, which meant that the contents of employees' work had altered totally requiring a downright change in personality in order to be successful at work.…”

Section: Discussionmentioning

confidence: 99%

Success at work requires successful leaders? The elements of successful leadership according to leaders and employees of a Finnish mid-size enterprise

Uusiautti¹

2015

IJRSP

View full text Add to dashboard Cite

This study focused on the reciprocal nature of leadership from the point of view of success, when defined a manifestation of expertise, high performances, productivity, and positive work experiences. Leaders' action with and among their employees formed the core of the study.The purpose was to find out how leaders themselves and their employees describe success at work and leadership practices that support the success. The study was conducted among leaders and employees in a mid-size Finnish enterprise. Two research questions were set for this study: (1) How do the leaders and supervisors describe successful leadership? and (2) How do the employees describe successful leadership? This study employed a multi method approach that combined qualitative research methods within one study. The leaders and supervisors (N=15) were interviewed while employees (N=29) participated by filling out an open-ended questionnaire. Elements of successful leadership in leaders' and supervisors' and employees' descriptions are presented as results. Leadership for success at work maintains that a leader or supervisor finds leadership as his or her personal strength. The social element of using the strength was strongly emphasized in this data. Much of the strength becomes manifested through the social interaction between leaders and supervisors and employees, where positivity can be the key element. Those who have this perception are likely to enjoy their work as leaders, find it meaningful, inspiring, and energizing, and to succeed as leaders and make followers succeed as well especially in the changing world of work.

show abstract

Does transformational leadership style foster commitment to change? The case of higher education in Malaysia

Cited by 33 publications

References 14 publications

Organisational Culture, Leadership Styles and Employee’s Affective Commitment to Change: A Case of Yemen Public Sector

Organisational Culture, Leadership Styles and Employee’s Affective Commitment to Change: A Case of Yemen Public Sector

The Influence of Transformational Leadership Style on ICT Adoption in the Nigerian Construction Industry

Success at work requires successful leaders? The elements of successful leadership according to leaders and employees of a Finnish mid-size enterprise

Contact Info

Product

Resources

About