Transformational vs transactional leadership: which is better?

Dai, You-De; Dai, You-Yu; Chen, Kuan-Yang; Hui-Chun, Wu

doi:10.1108/ijchm-dec-2011-0223

Cited by 124 publications

(73 citation statements)

References 55 publications

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“…There is no consensus on these results though, as other studies have concluded that transactional leadership has greater predictive power on the OCB when compared to transformational leadership (Suliman & Obaidly, 2013;Whittington et al, 2009). Other studies have observed that neither transactional nor transformational leadership directly affect the OCB (Dai, Dai, Chen, & Wu, 2013). These contradictory results can be due to the fact that these different studies were conducted in distinct cultural contexts, as earlier evidences indicate that the influence of these two leadership styles on the OCB is moderated by cultural factors (Cavazotte et al, 2014;Euwema et al, 2007).…”

Section: Transactional Leadership Transformational Leadership and Ormentioning

confidence: 92%

The Impact of Transactional and Transformational Leadership Style on Organizational Citizenship Behaviors

Rodrigues

Ferreira

2015

Psico-USF

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We investigated the impact of transactional and transformational leadership styles on organizational citizenship behaviors. The sample consisted of 213 workers of both genders who answered the Multifactorial Leadership Scale and the Organizational Citizenship Behaviors (OCB) Scale. The multiple linear regression showed that: the transactional leadership style positively predicted the OCB dimension associated to the creation of a climate favorable to the organization in the external environment; the transformational leadership style positively predicted the dimensions of OCB associated to the creative suggestions related to the system; to the creation of a favorable organizational climate in the external environment; to self-training and to cooperation among colleagues; transformational leadership style showed greater predictive power on OCB than transactional leadership. It was concluded that transformational leaders are more capable to lead their subordinates in order to take actions that go beyond their prescribed roles.

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Section: Transactional Leadership Transformational Leadership and Ormentioning

confidence: 92%

The Impact of Transactional and Transformational Leadership Style on Organizational Citizenship Behaviors

Rodrigues

Ferreira

2015

Psico-USF

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“…It also reflects the negative effect of transactional leadership on workplace deviance behavior from another perspective. That is to say, employees are more likely to exhibit citizenship behavior under their approved contractual relationship, and form workplace deviance behavior under their unapproved contractual relationship [ 51 ]. Therefore, transactional leadership concentrates on task-oriented management, which has a great impact on the specific behavior of employees and can supervise and restrain their workplace deviance behaviors.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Examining How Ambidextrous Leadership Relates to Affective Commitment and Workplace Deviance Behavior of Employees: The Moderating Role of Supervisor–Subordinate Exchange Guanxi

Wang

et al. 2020

IJERPH

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How to regulate employee conduct and engage them in high performance works actively and continuously has always been the important topic for organizations. Based on affective events theory and social exchange theory, a moderated mediating model was constructed with the affective commitment as mediator and the supervisor–subordinate exchange guanxi as moderator. Regression analyses and conditional indirect effects were tested by SPSS and PROCESS with 374 matched supervisor–subordinate pairs. The paper explores the moderated mechanism of supervisor-subordinate guanxi to the chain of “ambidextrous leadership–employee’s affective commitment–workplace deviance behavior.” The results showed that the affective commitment mediated the effect between ambidextrous leadership and employees’ workplace deviance behavior, and supervisor–subordinate exchange guanxi moderated the relationship between ambidextrous leadership and employees’ workplace deviance behavior but also moderated the mediating effect of affective commitment. The results have significances to improve human resource management practices and reduce the workplace deviance behavior of employees.

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“…It is a more passive leadership style that calls for oversight of deviations, mistakes and errors and rectifying the problems as they arise (Obiwuru, Okwu, Akpa & Nwankwere, 2011). This leadership type limits the development of the innovative and creative skills of employees and prevents them and the organization from growing (Dai, Dai, Chen & Wu, 2013).…”

Section: Transactional Leadershipmentioning

confidence: 99%

The Mediating Role of Organizational Culture on the Relationship between Employee Performance and Antecedents in the Hotel Sector

Alsheikh¹,

Halim²,

Alremawi³

et al. 2018

J. Rev. Global Econ.

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Hotel managers face more risks and complexity in their work environment compared to their manufacturing firms' counterparts owing the unique service characteristic offered by hotels. The hotel managements' budgetary participation and their leadership styles, commitment quality management practices (QMPs) in terms of communications can all assist them in tackling the uncertain and risky environment for better performance of jobs. This article defined and measured leadership style, organizational commitment, quality management practices (QMPs) and their impact on organizational performance, and examined the moderating role of organizational culture on the above relationship. The article conducted an analysis of the empirical studies and models that related leadership style, organizational commitment, quality management practices (QMPs), organizational culture and performance. It primarily aimed to illustrate the conceptualization, measurement and examination of the different concepts. Following the analysis of literature, the findings showed that leadership style, organizational commitment, quality management practices (QMPs) and organizational culture significantly effects various hotel processes, employees and performance. The article also provided a description of the various dimensions of the leadership style and it found that with committed employees with norms and values consistent to those of the organization, the performance of the hotels can increase towards achieving it goals. This article suggests that the balanced scorecard (BSC) be used as a tool to measure performance in the performance management system. It also suggests that future studies focus in this area to shed light on the nature and the ability of variables to influence hotel performance. Hotel management and leaders are suggested to form robust quality management practices within the hotels to enhance its overall performance.

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Transformational vs transactional leadership: which is better?

Cited by 124 publications

References 55 publications

The Impact of Transactional and Transformational Leadership Style on Organizational Citizenship Behaviors

The Impact of Transactional and Transformational Leadership Style on Organizational Citizenship Behaviors

Examining How Ambidextrous Leadership Relates to Affective Commitment and Workplace Deviance Behavior of Employees: The Moderating Role of Supervisor–Subordinate Exchange Guanxi

The Mediating Role of Organizational Culture on the Relationship between Employee Performance and Antecedents in the Hotel Sector

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