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Can Leaders Influence a Learning Organization? An Exploratory Study of the Relationship Between Leadership, Organizational Learning Capability and the Mediating Role of TrustGrover, Ira Ann 13 September 2012 (has links)
The purpose of this research is to study how organizations maintain their competitive advantage in today’s turbulent and highly competitive business environment, by striving to become a learning organization. The impact of factors such as leadership (both transformational and transactional leadership) and trust on an organization’s learning capability is empirically examined. This research adds to the existing body of literature in two ways. First, it argues that a transactional leadership style can influence learning, despite research spanning the last decade that has focused on transformational leadership theory as the dominant model of effective leadership. Therefore, the importance of both leadership styles, each having valuable differential effects is emphasized in this study. Second, the previously untested role of trust as mediating the relationship between leadership and organizational learning capability is examined. It is argued that without supervisor trust, the opportunities for a learning organization to reach its full potential and to subsequently develop learning capabilities is reduced. Findings from this study support the influence of both leadership styles on learning. Trust in one’s supervisor was also found to fully mediate the relationship between leadership and learning.
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The Impact of Leader Style on Job Performance- Take Psychological Contract as the ModeratorTsai, Shu-chun 29 March 2010 (has links)
Abstract
Due to personal experience, I¡¦m interested in the impact of the leading style on the
employees. When I was reading related research, I found that the leading style didn¡¦t
show positive correlation on job performance when using the relation-oriented and
job-oriented as the independent variable. Modern research support transactional
leadership and transformational leadership.
Therefore I took leading style as the independent variable, job performance as the
dependent variable and the moderating variable is psychological contract. Descriptive
statistics, reliability, factor-analysis, Pearson correlation and regression were chosen
for data analysis and hypothesis testing. The result is shown as the following:
1. Transactional leadership and transformational leadership have positive impact on
job performance.
1.1 Transactional leadership and transformational leadership have positive
correlation impact and significant impact on task performance.
1.2 Transformational leadership has positive correlation impact and significant
impact on contextual performance.
2. Psychological contract has different impact on job performance.
2.1 On task performance
2.1.1 Balanced contract has positive correlation impact and significant impact
on task performance.
2.1.2 Relational contract has positive correlation impact and no significant
impact on task performance.
2.1.3 Transactional contract has negative correlation impact and no
significant impact on task performance.
2.2 On contextual impact
2.2.1 Balanced contract has positive correlation impact and significant impact
on task performance.
2.2.2 Relational contract has positive correlation impact and no significant
impact on task performance.
2.2.3 Transactional contract has negative correlation impact and no
significant impact on task performance.
3.Psychological contract has positive correlation with leading style and job
performance.
3.1Relational contract has negative moderating effect between transformational
leadership and task performance.
3.2 Relational contract has negative moderating effect between transformational
leadership and contextual performance.
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A Study of the Relationship between Teachers¡¦ Leadership Behavior and Classroom Management Effectiveness in Kaohsiung Elementary SchoolsHsu, Ya-ling 25 July 2010 (has links)
The purpose of this study was to explore the relationship between teachers¡¦ leadership behavior of elementary school and classroom management effectiveness. The subjects were sixth grade students of public elementary school in Kaohsiung. This study used stratified random sampling; 928 questionnaires were taken back including 895 ones valid, at a ratio of 96.44%.
This study adopted questionnaire survey, ¡§Teachers¡¦ Leadership Behavior Scale¡¨ and ¡§Classroom Management Effectiveness Scale¡¨ were used as instruments. The collected data were analyzed by t-test, One-way ANOVA, Pearson correlation, and stepwise multiple regression analysis. The conclusions of this study were as follows:
1. The present status of elementary school teachers¡¦ leadership behavior is over the average. They perform best on ¡§intellectual stimulation¡¨ and ¡§active management-by-exception ¡¨ but worst on ¡§passive management-by-exception¡¨.
2. The present status of elementary school teachers¡¦ performance on classroom management effectiveness is over the average. They perform best on ¡§teaching quality¡¨ but worst on ¡§class manners¡¨.
3.Better performance in teachers¡¦ leadership behavior was found for the ones who were female, 6 to 10 years of serving, and at schools with the scale under 24 classes.
4. Better performance in classroom management effectiveness was found for the ones who were female, 6 to 10 years of serving, at schools with the scale under 24 classes,and with the number of students between 21-30 in class.
5. The better is the teachers¡¦ leadership behavior, the more outstanding is their classroom management effectiveness. There exists the strongest correlation between ¡§individualized consideration¡¨ and ¡§classroom atmosphere¡¨.
6. Teachers¡¦ leadership behavior is crucial in enhancing classroom management effectiveness. The prediction capability of ¡§individualized care¡¨ for the whole classroom management effectiveness is the most significant.
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The study on the relationship between Leadership styles,Compensation Satisfaction and Turnover ItentionShiu, Jr-wei 07 July 2011 (has links)
The banking industry has been gradually stepped out of the shadow of the financial crisis of year 2008. After the MOU (Memorandum of Understanding) and the ECFA (Economic Cooperation Framework Agreement) were executed, the banking industry of Taiwan will be facing competitions from not only domestic financial holding banks or foreign banks, but also banks from China. Thus, retaining talents has become the first priority to the banking industry.
This research sets styles of leadership as the variable for the turnover intention in while further analyzing whether compensation satisfaction has intermediate effect to the aforesaid variable. 300 questionnaires were distributed and among which 224 effective questionnaires were collected for this research. After correlation analysis and regression analysis, the primary study results are:
(1)Supervisors with transactional leadership style have positive and significant effect to satisfaction over compensation.
(2)Supervisors with transitional leadership style have positive and significant effect to satisfaction over compensation.
(3)Satisfaction over compensation has negative and significant effect to the tendency of resignation.
(4)For the effect by the transactional leadership style to the tendency of resignation, satisfaction over compensation has complete mediation.
(5)For the effect by the transitional leadership style to the tendency of resignation, satisfaction over compensation has intermediate effect.
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The Interrelations among Teachers'Leadership Style, Fifth to Sixth Graders¡¦ Learning Motivation and Their Academic PerformanceHUNG, CHIN-CHUN 19 July 2007 (has links)
Abstract
The purpose of this study was to investigate the relationship among the teachers¡¦ leadership styles, the students¡¦ learning motivation and the students¡¦ academic performance. The subjects were 5th and 6th graders chosen from six classes. The Teacher¡¦s Transactional and Transformational Leadership Style Inventory, and The Student¡¦s Achievement Motive Inventory were employed as the instruments. The data was analyzed by using descriptive statistics, t-test, one-way ANOVA and Person Correlation.
Five major conclusions were listed below¡G
1.The female students¡¦ learning motivation is higher than the male¡¦s. However,there is no significant gender difference on academic performance.
For Transactional Leadership, teachers¡¦ active managentment by exception, passive managentment by exception, contingent reward were shown in the study, especially active managentment by exception. For Transformational Leadership, teachers¡¦ intellectual stimulation, charisma, individualized consideration, inspiration were exhibited in the study, especially charisma and intellectual stimulation.
2.For Transactional Leadership,"Contingent reward" shows middle correlation with students¡¦ learning motivation, while passive management by exception exhibits negavite correlation with students¡¦ learning motivation. For Transformational Leadership, inspiration, intellectual stimulation, and individualized consideration, charisma all exhibit middle positive correlation with learning motivation.
3.Teachers¡¦ leadership style was negatively and significantly associated with the students¡¦ academic performance for 5th and 6th graders .
4.Learning motivation was negatively and significantly associated with academic performance for 5th and 6th graders.
5.Except Transactional Leadership¡¦s passive administration, Transactional Leadership shows middle positive correlation with Transformational Leadership.
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A Practical Study on Commanding Behavior and Power Bases of Female Naval Officers¡ÐSamples taken from female officers serving on warships of the R.O.C NavySun, Jyh-Whei 15 August 2001 (has links)
A Practical Study on Commanding Behavior and Power Bases of Female
Naval Officers¡XSamples taken from female officers serving on warships
of the R.O.C. Navy
Abstract
In recent years, due to the popularity of education and the variation of traditional concepts, employment opportunities are wide open to women. In other words, it has become the main stream to welcome ¡§woman power¡¨ into all walks of life. There is no exception for the Ministry of National Defense (MND). In the past, professional officers were all males. Military academies admitted only male students. A few years ago, the MND, adjusting to the world trend, made major academies open to female students in order to cultivate female officers who would be serving in the military. In 1994, for the first time, the following academies admitted female students: the Military Academy, the Naval Academy, the National Management College and the Chung-cheng College of Science & Engineering. Now, female officers have been an important part of the military personnel.
Since modern politics, society and technology have become more and more complicated, how to successfully lead is a branch of art and science. The commanding modes of female military officers have formed a newly-rising research field and need to be studied continuously. The essence of leadership is derived from influence, which means ¡§power¡¨ in the broad sense. This study is based on two theories. One is the theory of transformational leadership and transactional leadership advocated by Bass in 1985. The other is the power bases advocated by French & Raven in 1959. This study is focusing on the commanding behavior and power bases of female naval officers serving on warships. Through the study with logical analyses and practical experiments, it is hoped that female Naval officers can clearly understand how they practise their leadership and power. Furthermore, the study can help them establish their own successful and unique commanding styles.
Questionnaires and interviews were done with female officers who had been serving in the Navy for one or two years. There are three important points found as follows:
(1) Regarding the factors of the transformational leadership and transactional leadership, no significant difference is shown between male and female Naval officers. Officers of both sexes use both types of leadership although female officers have a slight preference for transformational leadership.
(2) In practising power bases, officers of both sexes are almost the same although female officers have a little tendency to use reference power and expert power.
(3) The relation between commanding behavior and power bases of female naval officers is significantly positive.
Key words: transformational leaderhsip & transactional leadership, power bases, Female
officers
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A study on the Influence of Team Leadership and Team Value on Team EffectivenessChang, Shu-Ling 07 August 2002 (has links)
The purpose of this study is to investigate the influence of team leadership on team value and how team leadership passes through team value to affect team effectiveness. Finally,we want to understand the relative influence of transactional leadership and transformational leadership on team effectiveness and team value.
This study has adopted SPSS FOR WINDOWS as the tool for ststistical analysis.For sampling data in descriptive statistics and examine the correlated coefficient Cronbach¡¦s £\ of all variables.Relativity analysis is used to examine the relationship of all variables.Block regression analysis is used to examine the predictability of team effectiveness in relation to team leadership and teem value,and the predictability of team value in relation to team leadership.
Major findings include the following¡G
1. Transactional leadership and transformational leadership have significant influence on team value.
2. The intermediate effect of team value between team leadership and team effectiveness is not very strong.
3. The predictability of team effectiveness in relation to transformational leadership is better than the predictability of team effectiveness in relation to transactional leadership.
4. The predictability of team value in relation to transformational leadership is better than the predictability of team value in relation to transactional leadership.
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The Infulence of Team Leadership and Task Type to Team Precesses.Huang, Chien-Sheng 09 August 2002 (has links)
Abstract
Enterprises thought about how to conform employee¡¦s power then they make a team to enhance communication and cooperation. The input-process-
output model of Mcgrath point out that team processes is inter-medium. It is mean that we want good team effectiveness needs to promote team processes first. Communication and cooperation are very important. What kinds of leadership have effective influence in team processes? Different task type has different conceptual task could moderate the relation of team leadership and team processes. So that we like to study about the influence in Transactional leadership, Transformational leadership, Paternalistic leadership and team processes.
The study is according to 274 effective cases from 71 teams belong to companies in electronic, communicational, mental, mechanical, food, sales, medical and government. The results are present in below.
1. Transactional leadership has significantly effective prediction to team processes. Contingent reward leadership has significant effective prediction to cooperation and communication. Desertless leadership has no significantly effective prediction to cooperation, but has significantly negative effective prediction to communication.
2. Transformational leadership has significantly effective prediction to team processes. Relationship oriented leadership has significantly effective prediction to both team processes. Task oriented leadership has no significantly effective prediction to both team processes.
3. Paternalistic leadership has significantly effective prediction to team processes. Authoritarianism leadership has significantly negative effective prediction to both team processes. Benevolence leadership has significantly negative effective prediction to both team processes.
4. Three leaderships has significantly effective prediction to team processes. Relationship oriented leadership has the best significantly effective prediction to both team processes. Authoritarianism leadership has significantly negative effective prediction to communication.
5. Task type has significantly moderating influence to benevolence leadership and communication. In the lowest conceptual task ¡]promotion team¡^situation benevolence leadership has negative relation to communication. In the others task types benevolence leadership has positive relation to communication.
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The Influence of the Principal's Leadership Style on Teachers' Use of Technology in the Instruction of Secondary Mathematics and EnglishSchulter, Daniel Joseph January 2006 (has links)
The study sought to advance knowledge between leadership style and teacher's use of technology. This quantitative research study investigated the relationship between principal leadership style determined by the MLQ (Bass & Avolio, 1989) and the perceived Role Messages (Katz & Kahn, 1978) teachers' receive about the use of technology in English and Mathematics. The Role Messages teachers receive from the principal influence the teachers' use of technology. A qualitative instrument, The Role Message Perception Interview for Administrator (RMPI-A) was used to confirm principal's leadership style in the transformation, transactional, and passive/avoidant areas.A transformational leader builds trust, inspires teachers, acts with integrity, encourages innovative thinking, and coaches people to move the teachers to a higher level of commitment. A transactional leader is more concerned with monitoring for mistakes and rewarding achievement. A passive/avoidant leader chooses to use his time dealing with crises and avoids involvement (Bass & Avolio, 1994). Sixty-three teachers of Mathematics and English at each of the five urban high schools responded to the Perceived Role Message Survey for Teachers (RMPS-T), a 56-question survey about the use of technology. The principal's leadership style was compared to their teachers' perception among the five high schools. The responses by teachers on the RMPS-T for the transformational sub-section showed significant differences among teacher responses on school culture (p = 0.0159), there were no other significant differences among transformational sub-sections. On the transactional sub-section showed significant differences among teacher responses on evaluator monitors (p = 0.122), and differences among the my principal rewards me sub-section, but not significant (p = 0.009). On the passive/avoidant the sub-section there were no significant differences.The study sought to show connection between teachers' gender, age, subject taught, the number of college credits earned, and the number of hours of professional development when compared to the number of uses of technology. The findings showed a difference among teacher responses based on gender, but not significant. There were no other significant differences. The results will assist high school principals in understanding how leadership style can impact the use of technology.
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Can Leaders Influence a Learning Organization? An Exploratory Study of the Relationship Between Leadership, Organizational Learning Capability and the Mediating Role of TrustGrover, Ira Ann January 2012 (has links)
The purpose of this research is to study how organizations maintain their competitive advantage in today’s turbulent and highly competitive business environment, by striving to become a learning organization. The impact of factors such as leadership (both transformational and transactional leadership) and trust on an organization’s learning capability is empirically examined. This research adds to the existing body of literature in two ways. First, it argues that a transactional leadership style can influence learning, despite research spanning the last decade that has focused on transformational leadership theory as the dominant model of effective leadership. Therefore, the importance of both leadership styles, each having valuable differential effects is emphasized in this study. Second, the previously untested role of trust as mediating the relationship between leadership and organizational learning capability is examined. It is argued that without supervisor trust, the opportunities for a learning organization to reach its full potential and to subsequently develop learning capabilities is reduced. Findings from this study support the influence of both leadership styles on learning. Trust in one’s supervisor was also found to fully mediate the relationship between leadership and learning.
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