This research explored whether the effectiveness of leadership styles differs in safety-critical contexts compared to contexts where safety is less salient. The existing leadership literature lacks consideration of the context in which leadership takes place. Leadership styles that are valued and effective in one work context, might be less desired and less effective in another context. Using Bass’s (1985) transformational-transactional leadership framework, the present research argues that the extent to which safety is salient within a work environment, impacts on the effectiveness of transformational, transactional and passive leadership. Existing leadership research has focused on transformational leadership, but has paid little attention to transactional leadership. The present research argues that transactional leadership might be effective in safety-critical contexts, but might be less effective in contexts where safety is not salient. In work contexts, where employees are exposed to hazards and there is a high risk for injury, directive leadership practices, such as vigilantly monitoring performance and proactively correcting mistakes (i.e., transactional leadership), might be important for effective leadership. However, if safety is not salient within a work environment, then these leader behaviours might be less relevant. In addition, the research explored the competency of leader flexibility, which refers to leaders’ ability to adjust their behaviour to the requirements of a certain setting. Two questionnaire studies were conducted to investigate the research objectives. In both studies three aspects of safety salience were explored, i.e., level of hazard exposure, likelihood for injury and impact on safety of others. In study 1, the sample consisted of participants with leadership responsibilities who work in contexts with varying degrees of safety salience. Results showed that leaders’ perceived effectiveness of transformational-transactional leadership, and the frequency to which they adopt these two leadership styles, differed in dependence on the level of safety salience. Hazard exposure moderated the relationship between transactional leadership and safety incidents, indicating that transactional leadership is associated with lower incident rates if hazard exposure is high, but not if hazard exposure is low. Leader flexibility showed a significant relationship with leader self-efficacy and team performance whilst controlling for transformational-transactional leadership. In study 2, a two-source design was used where subordinates rated their leader’s behaviour and leaders rated their subordinates’ job and safety performance. The research was conducted in two host organisations; an oil and gas service provider and a food manufacturing company. Safety salience measures were investigated as team-level moderators. Results showed several cross-level interactions, which suggested that team-level safety salience impacts on the influence of transactional, transformational and passive leadership on safety and job performance. The research made an important contribution by merging the transformational-transactional leadership framework with contingency views of leadership (i.e., safety salience as a contextual attribute) and by considering leader flexibility as a leader trait in addition to leader behaviours.

M.Com. (Human Resource Management) / This study is based on the need for developing an instrument that would be able to assess an engaging leadership climate in organisations. Research has shown that there is a link between leadership and organisational climate. Leaders are therefore responsible for creating a climate that facilitates the optimal engagement of employees. Prior to this study, there was no instrument available to assess to what extent such an engaging leadership climate exists. This study reports on the development of such an instrument within an organisation in the South African financial and banking sector: the Engaging Climate Survey (ECS). A non-random, purposive sampling procedure performed on the target population yielded a sample of n = 1 436 (a 100% response rate). Factor and reliability analyses on the completed questionnaire yielded a uni-dimensional construct with high internal consistency and reliability (α = .964).

The purpose of this study was to investigate the relationship between organizational variables (procedural justice, transformational leadership, job satisfaction, identification with leader, organizational commitment) and prosocial behaviors (Organizational Citizenship Behaviors) as well as harmful behaviors (Counterproductive Work Behaviors). Previous research treats OCB and CWB as two ends of a spectrum, with the assumption that individuals that engage in one kind of behavior refrain from the other. However, the present study aimed to examine intricate relationships between organizational variables to show that individuals can engage in both types of behavior, even in the same day. This is due to the intentionality and direction of targeted behaviors. Specifically, OCBs and CWBs can be targeted at individuals or at the organization as a whole. A structural equation model was used to explain the complex relationships between these variables. Specifically, it was hypothesized that procedural justice is positively related to job satisfaction and organizational commitment, which in turn influence both OCB and CWB. Additionally, transformational leadership was hypothesized to be positively associated with job satisfaction, identification with leader, and organizational commitment. Approximately 300 participants were recruited from two sources (one public health and one online panel) to participate in the online web survey. Findings from the present study indicate that both identification with leader and organizational commitment mediate the relationship between transformational leadership and OCB. Organizational commitment also mediated the relationship between procedural justice and OCB. Finally, similar to the OCB outcomes, identification with leader mediated the relationship between transformational leadership and CWB; however, unlike the outcomes with OCB, organizational commitment did not predict CWB. Results from this study identify key factors such as transformational leadership, identification with the leader and organizational commitment on which organizations could focus in predicting the behaviors they desire and discouraging behaviors that are harmful.

Community Association Managers (CAMs) are managers licensed by the Department of Business and Professional Regulation to manage planned communities, such as condominiums, homeowner associations, and cooperatives. The purpose of this research focused entirely on licensed CAMs in the State of Florida. CAMs are expected to be transformational leaders of community associations amidst emotionally charged environments with judicial dictates and strict rules and regulations. The impact of emotional intelligence on transformational leadership in CAMs has been under-researched and virtually ignored despite their critical role in community management. Two main theoretic lenses were used to guide this study of CAMs, Goleman’s focus on theory of emotional intelligence and Burns’ theory of transformational leadership. / Includes bibliography. / Dissertation (PhD)--Florida Atlantic University, 2021. / FAU Electronic Theses and Dissertations Collection

This study attempts to add to the previous research conducted on the relationship between specific leadership styles and employee engagement in the workplace. There are numerous studies of factors influencing organisational and team performance and these have attempted to find relationships amongst numerous key variables in order to predict organisational success. A significant contributor towards organisational performance identified, particularly within knowledge worker companies, is the vigour dedication and absorption, otherwise defined as engagement, of the employees at work. The influence of leadership specifically is viewed as a significant determinant of employee engagement.This descriptive research therefore attempts to specifically illuminate the relationship between transformational and transactional leadership behaviours, initially articulated by Bass (1985), and employee engagement levels within a South African company of knowledge workers. Correlation and crosstabulation tables are used to identify the existence of a positive association. Key findings include a contradiction of the current literature that transformational leadership has a positive relationship with employee engagement at a statistically significant level. Transactional leadership is also shown to have higher predictive qualities than previously found. The research also adds to the case for further study of situational and cultural moderators of transformational leadership’s effectiveness in predicting employee motivation and engagement. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

This study is based on a systematic analysis to examine whether there is a connection between transformational leadership and a successful onboarding process. Previous research shows that transformational leadership has a significant role in the onboarding process. The analysis is based on six publications, all of them demonstrate the interplay between a successful onboarding process and transformational leadership. The discussion discusses the results presented by the publications and how they relate to each other. The conclusion is that a successful onboarding process seems to lead to job satisfaction, assimilation into the new organization and that the employees stay within the organization for a longer time.

The purpose of the current study was to investigate the role of transformational leadership in well performing schools in two rural secondary schools in the Eastern Cape. The poor performance of the Eastern Cape in National Senior Certificate examinations is well documented in media press and in academic publications. Yet, there are schools that, although they share much of the context and culture of other schools within the Province, perform surprisingly well. Little is known about whether such successes could be attributed to transformational leadership. As such, this study investigated the practice of transformational leadership behaviours, challenges faced by transformational leaders, strategies they engaged in to overcome challenges and successes of such transformational leadership on increased learner achievement. Case study research design was used involving semi-structured interviews to collect data from a sample of two principals and three members of the Senior Management Team. The selection of the two secondary schools was based on their rural context, poor quintile category, evidence of improvement and continued high levels of learner achievement in the National Senior Certificate examinations in the past five years. The findings have shown that the principal of the first school, after engaging in transformative strategies aimed at improvement, managed to turn itself around. On the other hand, for the second principal, no findings showed that the school had, in the past experienced poor performance, despite being rural and servicing learners coming from poor socio-economic conditions. Rather, it has a history of being a well- performing school and it was shown that the principal has managed to sustain such successes in the period under study. For future research, quantitative studies and observations could provide results for generalization to the entire region. It is time for principals committed to turning around a low-performing school to give priority to teacher growth and professional development. / Dissertation (MEd)--University of Pretoria, 2019. / Education Management and Policy Studies / MEd / Unrestricted

The Joint Commission (TJC) sets standards to assist healthcare organizations in improving performance. The hospital for which this project was developed did not meet national TJC benchmarks for patient satisfaction and nurse retention. Based on direct observation, discussion with staff, and results of the Multifactorial Leadership Questionnaire given to 39 staff nurses before this project was chosen, evidence suggested that the leadership style of the charge nurses was transactional, which is less effective than transformational leadership (TFL). Framed within the Plan, Do, Study, Act model, the purpose of this quality improvement project was to design an educational curriculum including didactic and competencies on TFL for unit charge nurses. A team approach was used for the project. Incorporating the American Organization of Nurse Executives recommendations on effective leadership, the curriculum encompassed the importance and management of TFL intertwined with the power, motivation, and characteristics of the transformational leader. Competencies governing TFL in practice were a significant part of the curriculum. The curriculum was evaluated by 4 content experts using a 12-item yes or no response for each of the criteria. One of the criteria was answered no in the learning objectives section and the design of the criteria was revised All other criteria were met. A recommendation was made for a change to the evaluation format for the leadership style identification portion of the curriculum. This project has important implications for social change as unit charge nurses strive to act on best practices in leadership, thus positively impacting the well-being and satisfaction of their patients and fellow nurses.

Researchers have reported mixed findings on the relationship between emotional intelligence (EI) and transformational leadership, leading many to suspect the presence of moderating variables. This study was conducted to address the problem by analyzing the moderating effect that affect intensity may have upon this relationship. Based on a theoretical framework consisting of ability-based EI and the full-range theory of leadership, it was hypothesized that EI would be positively correlated with transformational leadership. In addition, based upon the arousal regulation theory of affect, it was hypothesized that affect intensity would be a statistically significant moderator of that relationship. A convenience sample of leaders (N = 142) working in the hospitality industry completed the Mayer Salovey Caruso Emotional Intelligence Test, the Multifactor Leadership Questionnaire form 5X, and the Affect Intensity Measure. Pearson's Product-Moment correlational analysis revealed that, consistent with expectations, total EI scores and the managing emotions branch scores of EI were positively correlated with transformational leadership; however, the branch scores for perceiving, using, and understanding emotion were not. Contrary to expectations, affect intensity was not a statistically significant moderator in this sample. Findings from this research support the proposition that EI may best predict transformational leadership within service-based environments where employees face intense emotional labor demands. A thorough understanding of the ways in which EI predicts leader behavior will not only help organizations improve leader selection and development, but also help to improve vital social outcomes, such as employee job satisfaction, engagement, and well-being.

Managers who foster at least 65% employee engagement, based on employee engagement surveys conducted by Hewitt Associates, Inc., provide a 19% higher return to shareholders than managers who do not foster a 65% or higher employee engagement level. The purpose of this single site case study was to identify strategies that frontline managers used to build employee engagement, leading to higher organizational performance. The transformational leadership theory was used as the conceptual framework for this study. Data were collected through semistructured interviews from a purposeful sample of 3 frontline managers at a beverage manufacturing facility in the Midwest of the United States. Data also included performance metrics from the organization to identify the leading facility within the organization. Using data triangulation and Yin's explanation building analysis method, several themes emerged, including the need for open and honest communication, setting and understanding expectations, maintaining professional relationships, and including employees as an important part of the organization. These findings may contribute to social change by enhancing the training for frontline managers. Such enhancements may build employee engagement, decrease workplace stress, and boost work-life balance and quality of life.