The Impact of Transformational Leadership on Employee Reactions towards Individual Work Performance: A Conceptual Paper

Apoi, Albert; Latip, Hamrila Binti Abdul

doi:10.6007/ijarbss/v9-i8/6207

Cited by 12 publications

(8 citation statements)

References 18 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The results of previous studies have also proven that transformational leadership have an influence on performance (e.g. Gooty et al, 2009;Jyoti & Bhau, 2015;Kala'lembang et al, 2015;Chen et al, 2018;Apoi & Latip, 2019;Abuzaid, et al, 2019;and Chandrasekara, 2019). Therefore, these findings are consistent, support, and confirm the results of previous studies that transformational leadership has a positive and significant direct effect on performance.…”

Section: Direct Effect Of Transformational Leadership On Performancementioning

confidence: 81%

“…It is inseparable from practice transformational leadership which has emphasized on intrinsic motivation, trust, commitment and loyalty of followers (Kreitner & Kinicki, 2010). Several studies also reported that transformational leadership affects performance, for example, Gooty et al (2009), Jyoti andBhau (2015), Kala'lembang et al (2015), Chen et al (2018), Apoi and Latip (2019), Abuzaid, Al-Ma'aitah et al (2019), and Chandrasekara (2019). According to Brown and Keeping (2005), transformational leadership is characterized by the ability of leaders to articulate a shared vision of the future, intellectually stimulate employees, and pay attention to individual differences in employees.…”

Section: Transformational Leadershipmentioning

confidence: 99%

See 1 more Smart Citation

Investigating the role of innovative behavior in mediating the effect of transformational leadership and talent management on performance

Widodo¹,

Mawarto²

2020

10.5267/j.msl

View full text Add to dashboard Cite

The research investigates the role of innovative behavior in mediating the effect of transformational leadership and talent management on the lecturer's performance of private higher education in Indonesia. Samples of this research are 230 lecturers selected by purposive sampling. Data were obtained by spreading questionnaires and analyzing with path analysis using supporting descriptive statistics. The results confirm that transformational leadership and innovative behavior had significant direct effects on performance, transformational leadership and talent management had significant direct effects on innovative behavior, transformational leadership and talent management had significant indirect effects on performance mediating by innovative behavior, and talent management did not have any significant direct effect on performance. A fit research model has been achieved about the effects of transformational leadership and talent management performance by mediating innovative behavior but requires verification through further research, especially to verify the effect of talent management on performance.

show abstract

Section: Direct Effect Of Transformational Leadership On Performancementioning

confidence: 81%

Section: Transformational Leadershipmentioning

confidence: 99%

Investigating the role of innovative behavior in mediating the effect of transformational leadership and talent management on performance

Widodo¹,

Mawarto²

2020

10.5267/j.msl

View full text Add to dashboard Cite

show abstract

“…Servant leadership was adopted from (Huertas-Valdivia, Gallego-Burín, Castillo, & Ruiz, 2021), while championing behavior scale was adopted from . Work engagement Coffeng et al (2014) and valance were adopted (Apoi, & Latip, 2019).…”

Section: Survey Instrumentmentioning

confidence: 99%

The Effect of Servant Leadership on Employees during Organizational Technological Change in Family and Non-Family Business

Akhtar¹

2022

JDSS

View full text Add to dashboard Cite

The purpose of this paper is to propose and empirically test a conceptual framework for Servant Leadership that ensures employee championing behavior during organizational change for family and non-family business organizations in Pakistan. Using convenience sampling data was collated from 139 family and non-family business who have gone through a technological change process. Smart PLS 3.0 was used to analyze the data. This paper empirically proved that servant leadership enhances the championing behavior of the employees. In addition, valence and work engagement acted as potential mediators between servant leadership and championing behavior. This paper provides new insights for business leaders to understand the importance of valance during organizational change. It is highly recommended that family and non-family firms equally need to enhance valance for engaging the workers in successful change process. Furthermore, servant leadership must be practiced in family and non-family firms with rigor as it catalyzes the change process.

show abstract

“…Transformational leaders encourage employees to "go the extra mile" by improving job morale and motivation, which advantages both employees and employers (Apoi & Latip, 2019). TFLS is a leadership style in which a leader transforms, builds trust, inspires, encourages, and begins to develop their followers (Bass & M., 1985).…”

Section: Literature Review Transformational Leadership (Tfls)mentioning

confidence: 99%

Transformational and Transactional Leadership as a Function of Employee Performance

Adnan

Ali

Rafiq

et al. 2022

JBSEE

View full text Add to dashboard Cite

Purpose: Using responses from 176 employees working in the top leadership role in the FMCG sector of Pakistan, this study aimed to investigate the effect of transformational and transactional leadership on employee performance. Design/Methodology/Approach: A quantitative approach was adopted, while a convenience sampling technique was used for data collection. The results were analyzed using the SmartPLS and SPSS, i.e., Partial Least Square, and the Measurement Model included Confirmatory Factor Analysis and Factor Loadings. Findings: According to the findings of our study, transactional (TRLS) and transformational leadership (TFLS) are positively correlated with employee performance. Thus, transformational and transactional leadership positively affect employee performance in Pakistan’s FMCG sector Implications/Originality/Value: This study shall help the directors, top management, and executives working in the leadership roles to develop better pathways for achieving high objectives in terms of performance.

show abstract

The Impact of Transformational Leadership on Employee Reactions towards Individual Work Performance: A Conceptual Paper

Cited by 12 publications

References 18 publications

Investigating the role of innovative behavior in mediating the effect of transformational leadership and talent management on performance

Investigating the role of innovative behavior in mediating the effect of transformational leadership and talent management on performance

The Effect of Servant Leadership on Employees during Organizational Technological Change in Family and Non-Family Business

Transformational and Transactional Leadership as a Function of Employee Performance

Contact Info

Product

Resources

About