Methodological Considerations in Studying Transformational Leadership and its Outcomes

Zefeiti, Salim Musabah Bakhit Al; Mohamad, Noor

doi:10.5772/60429

Cited by 13 publications

(14 citation statements)

References 38 publications

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“…This specific finding supports the general finding of the scarcity of leadership studies in Oman. There are other studies supporting this finding, for example (Al Zefeiti & Mohamad, 2015;Common, 2011;Khan & Varshney, 2013).…”

Section: Introductionsupporting

confidence: 60%

The Impact of Transformational Leadership Behaviors on Work Performance of Omani Civil Service Agencies

Kindy¹,

Shah²,

Jusoh³

2016

ASS

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In line with the Recommendations of the Symposium of Development of Governmental Performance (Ministry of Civil Services, 2012), this study is investigating the behavior of the Omani Civil Service Agencies' (OCSA) middle managers Transformational Leadership behaviors in enhancing task and contextual behavior work performance. A review of the literature revealed that there is a positive relationship between transformational leadership behaviors and work performance behaviors. However, there is limited number of studies investigating this relationship in Oman generally and specifically in the public sector. The results are expected to show that the transformational leadership behaviors have a positive relationship with task and contextual work performance behaviors of OCSA.

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Section: Introductionsupporting

confidence: 60%

The Impact of Transformational Leadership Behaviors on Work Performance of Omani Civil Service Agencies

Kindy¹,

Shah²,

Jusoh³

2016

ASS

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“…The calculated sample for this study was S=354, however, more than this sample size of (S-580) questionnaires were distributed to obtain a satisfactory number of samples, after taking into the consideration of the unreturned questionnaires. This large sample distribution was required to counter act the possibility of having a large number of unanswered questionnaires, that was expected due to the common difficulty of conducting this type of research in governmental sectors in Oman and was based on the experience of previous studies (Al-Araimi, 2012; Al Zefeiti, 2017;Al Zefeiti & Mohamad, 2015;Common, 2011;Dorfman & House, 2004). In addition, a large samples size is able to minimize sampling error (Babbie, 2012;Barlett, Kotrlik, & Higgins, 2001;Hezarvand, 2013;Rubin & Babbie, 2010;Rumsey, 2016).…”

Section: Response Ratementioning

confidence: 99%

Work Place Empowerment: An Assessment for the Omani Civil Service Agencies

Kindy¹,

Jusoh²

2018

ASS

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Human resources are the most valuable assent of any organization. However, in general are the least utilized asset in the organizations. Due to economic constraints, organizations are striving to maximize the utilization of their human resources through empowering of their employees. Through empowerment, an organization allows its employees to take the initiative without compromise, and to serve the whole organizational interest with no detailed supervision. Work place empowerment is a combination of the Social Structure Empowerment (SSE) that provides the fundamental climate of empowerment and PE that is associated with individuals’ cognitive process. This study focus is psychological empowerment (PE) because it has an active role in overall work place empowerment. Even so, there is a tendency to overlook PE by the organizations since it is not part of the formal organizational process of empowerment and only affects the psychological statues of the employees to their work role. SSE, however, is clearly stipulated in the organizational process and employees terms of reference. Finally, the lack of PE studies in Oman called for further investigation on this variable. Based on quantitative methodology, 458 heads of sections of the Oman Civil Service Agencies (OCSA) completed this study survey. Data was analyzed using the Statistical Package for Social Sciences (SPSS) and Analysis of Moment Structures (AMOS) for Structural Equation Modeling (SEM). The overall results indicated that the heads of sections of OCSA have a high level of the overall PE. In the subscales analysis, the results indicated that competence is the highest state of psychological empowerment as perceived by the heads of sections. Meaning is the second most perceived dimension of PE. Self-determination is the third dimensions of psychological empowerment and Impact is the least perceived subscale of psychological empowerment in this study. However, as revealed by this study, and as compared to the previous studies’ findings that, the levels of perception of psychological empowerment by the employee are not equal. Thus, the degree of contribution and influencing of work outcomes is also expected to vary. These results have important theoretical and practical implications for both the researchers and practitioners. For the academic, the results give a picture of the existence of the variables in this area of research. For the practitioners, the results may be used to indicate the areas that require improvement and sustainably by establishing a continuing process of assessment, feedback, and training in their organizations. This study provides recommendations to the Ministry of Civil Services as a practical contribution to the Omani National Plan for the Human Resources Development. The training and employee development plans should focus on employees’ empowerment and particularly PE. The Ministry of Civil Services may utilize this information to establish the ground rules for the training for the OCSA employees.

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“…Complexity of today imposes challenges to the exercise of leadership; organizations of all size are made up of people with sufficient autonomy to create their greatness and leaders have to make it sustainable by aligning the interests of all members with the vision, mission, and values of such organizations. [1][2][3] Leadership styles are always evolving according the context leaders faces, with newer elements complementing, perfecting, and accompanying more traditional styles. In fact, what makes a leaders effective depends, more than is commonly realized, on the context around them, 4,5 that is why a research on leadership in specific local contexts is still needed, because the degree to which an individual demonstrates the qualities of leader depends not only on his own characteristics but also on the characteristics of the situation in which he finds himself.…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Contingency theory to study leadership styles of small businesses owner-managers at Santo Domingo, Ecuador

García-Vidal

Pérez-Campdesuñer

Sánchez-Rodríguez

et al. 2017

International Journal of Engineering Business Management

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The study provides a discussion about the leadership style of small businesses owner-managers at Santo Domingo de los Tsáchilas, Ecuador, supported on contingency theory of leadership. And adaptation of Hershey and Blanchard questionnaire was made in order to make it clear to the target population. A total of 175 owner-managers of small businesses and 1218 employees comprised the respondents of the study. The perception of leadership style of owner-managers and employees, style range, and style adaptability and perception of the maturity degree of employees were the variables involved in the hypotheses raised. In spite of totally or partially proving the hypothesis raised, findings of the study revealed mixed support to the theory which impedes giving clear recommendations about how to behave in certain organizational situations in the context of small Ecuadorian businesses. Results of the study caution owner-managers of small businesses to consider carefully the way they behave in certain situation to the enrichment of employee motivation toward work with the purpose to obtain a better performance of their enterprises; but should avoid assuming that there are more or less appropriate leader behaviors based on the results of this research. The study constitutes a starting point to focus the research related to leadership style in small companies, considering the preponderance of this type of business in the economy of Ecuador.

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Methodological Considerations in Studying Transformational Leadership and its Outcomes

Cited by 13 publications

References 38 publications

The Impact of Transformational Leadership Behaviors on Work Performance of Omani Civil Service Agencies

The Impact of Transformational Leadership Behaviors on Work Performance of Omani Civil Service Agencies

Work Place Empowerment: An Assessment for the Omani Civil Service Agencies

Contingency theory to study leadership styles of small businesses owner-managers at Santo Domingo, Ecuador

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