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Heating, ventilation, and air conditioning (HVAC) systems play a crucial role in production environments. Optimising the control strategy of an HVAC system is an effective approach to achieving energy savings and reducing emissions in a production environment. In existing optimal control models for HVAC systems, occupant behaviour has been incorporated as a key influencing factor. However, model predictive control algorithms have not introduced to examine its performance in optimising HVAC system operation. An optimisation strategy considering occupant (leaders and users of HVAC systems) behaviour (OSOB) is proposed based on model predictive control algorithm. The concept of environmentally specific transformational leadership is introduced to characterise the behaviours of leaders. Then the distinct decisions driven by double objectives (carbon emissions and electricity costs) can be explained. The OSOB was applied to a representative office building in Beijing. The findings indicate that incorporating occupant behaviour into algorithm can lead to a significant reduction in carbon emissions, up to 45%, as well as a decrease in electricity bills, up to 17%. This study not only incorporates occupant behaviour as a significant influencing factor, but also offers valuable insights for product manufacturers seeking to reduce the carbon emissions produced during building operations. [ABSTRACT FROM AUTHOR]

The authors examine the concept of an informal sales climate—a work environment with informal rewards in the form of recognition, respect, and status for salespeople producing high sales numbers—and explore its effects as an informal control mechanism in driving sales outcomes. Using a two-level model with objective sales data from 626 salespeople working in 68 organizational units, they empirically assess its effects in relation to analogous formal controls, that is, formal methods implemented by the organization to also evaluate and reward salespeople's sales output. Further, the study explores contingencies—specifically the role of transformational leadership and the size of the organizational unit—in determining the efficacy of said organizational climate. Results show that an informal sales climate, as an informal control, does indeed make a unique contribution toward increasing salespeople's sales output, above and beyond the impact of formal controls. The two control mechanisms, however, do not interact with each other. Transformational leadership greatly enhances the positive effect of an informal sales climate, as does the size of the organizational unit. In demonstrating the importance of this organizational climate, the study justifies measuring it and provides a scale that can be used for this purpose. [ABSTRACT FROM AUTHOR]

Ever-changing consumer preferences have urged hotel properties to continuously innovate to ensure business sustainability. Particularly in the sales context, the manifestation of this threat is due to the lack of a single optimum approach to selling. Thus, being creative and generating new ideas is imperative for good salespeople to attract customers. To address this lack of an existing componential model of creativity and to uncover the hidden cognitive mechanism underlined with this theory, this study investigated the direct relationship as well as the mediating effect of employee mindfulness on the relationship between transformational leadership and creativity of salespeople. In addition, this study examined the moderating effect of improvization on the relationship between mindfulness and employee creativity. Data collected from 275 salespeople working in the hospitality industry in the Kingdom of Bahrain revealed a significant positive association between transformational leadership and employee creativity. Furthermore, the findings show that employee mindfulness plays a salient role as a mediator in this indirect relationship. However, the moderating effect of improvization on the relationship between employee mindfulness and creativity was found to be insignificant. [ABSTRACT FROM AUTHOR]

We examine the nexus of leadership and flow through the lens of two inherently positive psychological leadership approaches. In so doing, we examine how leaders can craft conditions to make work more conducive to followers’ flow, and the beneficial effects this has on well-being and performance. Data were collected from 40 employees who completed an initial survey and subsequent daily surveys over two weeks (273 data points). Results from hierarchical linear modeling (level-1 days; level-2 persons) suggest that transformational leaders and leader-member exchange (LMX) relationships impact employees’ work characteristics, subsequently impacting daily flow. In turn, followers’ daily flow predicted daily psychological well-being and performance on subsequent days, further evidencing the downstream importance of flow-facilitative leader behaviors. Both transformational leadership and LMX were also found to predict psychological well-being through leaders’ impact on flow preconditions and flow itself in a full multi-stage mediation model. [ABSTRACT FROM AUTHOR]

This article investigates the ethical requirements and features that characterize the professional life of successful contemporary classical orchestras, with particular focus on the leadership style of their conductors. As we will show, the traditional authoritarian approach, marked by the conductor’s commanding charisma and strict demand for obedience from orchestra members, has evolved today into a more ethically-based transformational style of leadership. This new approach is rooted in principles of respect, voluntary compliance, and trust. The present paper delves into the interpersonal dynamics within contemporary orchestras, focusing specifically on the character traits required to establish trust and collaboration between the conductor and the orchestra members, as well as among the orchestra members themselves. In particular, drawing from recent research in psychology, we underscore the significance of deference, empathy, and shared commitment toward the common goal of excellence in performance. We conclude that the ethics-centered style of leadership adopted by most contemporary conductors may extend beyond the realm of music, offering insights applicable to leaders in various other fields. By fostering deep connections, shared purpose, and collaboration, this approach has the potential to enhance organizational performance and outcomes in general. [ABSTRACT FROM AUTHOR]

Societal crises such as the recent COVID-19 pandemic challenge public organizations in many ways. Yet, there is little knowledge of how varying crisis intensity can spark different reactions among public leaders and employees. This study examines the dynamics of the COVID-19 crisis in relation to leadership behaviors and employee outcomes for 920 individuals in 45 organizational units within the police, hospitals, and assisted living facilities. By conducting a panel study that combines nationwide data on crisis intensity with survey data from 2019 to 2021, the study shows that employee outcomes such as public service motivation and job satisfaction are higher in severe stages of the crisis. Likewise, crisis intensity is positively associated with employee perceived use of visionary transformational leadership, but negatively associated with employee perceived use of verbal transactional leadership. Hence, public leaders should be prepared to handle complex employee reactions when the next crisis occurs. [ABSTRACT FROM AUTHOR]

Few studies have empirically tested the argument by psychological contract theory regarding 'supervisors as the makers of employees' psychological contracts'. To bridge this gap, this research was conducted on the impact of transformational leadership on relational and transactional psychological contracts, associated the emotional labour coping strategies to develop a research model, and investigated the mediating impacts of relational and transactional psychological contracts to validate the theoretical model. The hypotheses proposed in this study were tested through SEM with AMOS 22.0 software, which was also applied to the data collected from 236 nursing staff in 60 private, nonprofit long-term care institutions in Taiwan. As a result, transformational leadership was proven to have direct and opposite effects on the fulfilment of both relational and transactional psychological contracts. The fulfilment of relational and transactional psychological contracts had direct and opposite effects on deep and surface acting. Following that, the transactional and relational psychological contracts fully and negatively mediated the impacts of transformational leadership and surface acting, while the relational and transactional psychological contracts partially and positively mediated the influences of transformational leadership and deep acting. This study has important managerial implications for human resource management in the long-term care industry and institutions. [ABSTRACT FROM AUTHOR]

The purpose of this manuscript is to examine the implications of the current ideological underpinnings of sport education programs (SEPs) in the United States (U.S.) and present a new equity-minded and anti-ism sport education (EASE) framework that reflects a paradigm shift towards equity-mindedness, anti-ism, cultural responsiveness, inclusive excellence, and transformational leadership. The sport industry has transformed from modest recreational activities for leisure entertainment at the local levels into a multi-billion-dollar global corporatized industry with far-reaching economic, political and sociocultural impacts. Despite the growth in popularity of SEPs, a major area of concern is the lack of critical reflection on their sociopolitical and cultural origins of the curriculum and corresponding metrics of success. Thus, we argue current SEPs (e.g. sport management, sport administration, sport leadership, sport business, parks and recreation, and sport entertainment, hospitality, and tourism) perpetuate colorblind racism, sexism, and classism based on their philosophical foundations. In an effort to reflect a responsiveness to an increasingly global and multicultural sport industry, we present a new EASE framework for preparing professionals to ignite transformational change in and through sport in the twenty-first century. [ABSTRACT FROM AUTHOR]

Government agencies use leadership training programs to improve human capital and public service provision. However, existing research ignores how limited cognitive capacity and task overload in the aftermath of leadership training programs can reduce the transfer of learning into action. Integrating insights from behavioral science on choice architecture with research on leadership development, we propose a leadership development model with "just-in-time" implementation nudges. In a field experiment involving 226 Danish public managers and their 4,442 employees, we found that employees perceived their managers as exhibiting more transformational leadership behaviors following our leadership development intervention. The intervention combined classroom training with just-in-time implementation nudges that targeted goal-oriented development dialogues. We also found that these dialogues mediated the treatment effect on transformational leadership behavior. Our results highlight the need to consider choice architectural approaches in designing leadership development efforts in the public sector. [ABSTRACT FROM AUTHOR]

AbstractSchools’ digitalization requires a shift of stakeholders’ mindsets, specific forms of leadership, and strategic knowledge management to deal with current and future educational challenges. The relationship between school leaders’ open innovation mindset, transformational leadership, knowledge management practices, and the effects on digital innovation are presented. A random sample of German school leaders is analyzed through confirmatory factor analysis to investigate the construct of school leaders’ open innovation mindset followed by structural equation modeling. Results show that digital innovations and transformational leadership in schools require school leaders with an open innovation mindset who foster a collaborative culture of knowledge exchange. [ABSTRACT FROM AUTHOR]

This study tests the relationship between transformational leadership and public service motivation (PSM), as well as the role that the basic needs of autonomy, competence and relatedness play in this relationship. Using a sample of 439 social workers in Barcelona and the Catalonia region, the results support a positive effect of transformational leadership on PSM. Of the three basic psychological needs, the satisfaction of the need of relatedness appears to be the primary driver in developing PSM, as relatedness has been recognized as a source of intrinsic motivation and is the only one of the three basic needs with a collective character. These results have clear practical implications. Transformational leaders designing their organizations to promote mutual support and encourage feelings of relatedness among their employees can contribute to increasing employees' PSM. [ABSTRACT FROM AUTHOR]

Collaborative innovation approaches, such as innovation labs, have the potential to enhance innovation in experience-based sectors. However, they are rare and understudied. This study investigates the facilitation of innovation lab projects in experience-based sectors. The theory of transformational leadership and team learning is explored in the context of four idea-generating lab projects in Norway. This multi-case study involves two cases that focused on meal experiences and two on cultural experiences. The findings show that short-term team learning can be facilitated using the four transformational leadership dimensions. This study contributes to leadership theory by identifying 10 new sub-dimensions within three of the dimensions. These include three new sub-dimensions within the inspirational motivation dimension, two within the intellectual stimulation dimension, and five within the individualized consideration dimension. The findings have practical implications for the facilitation of learning and ideation in tourism innovation labs. [ABSTRACT FROM AUTHOR]

The present study examined the associations of transformational leadership behaviors and team cohesion with the psychological health (life satisfaction, positive and negative affect, and burnout) of athletes and the indirect relationship of basic psychological needs. The sample consisted of 252 (boys) players aged between 13 and 15. The model data fit was also verified. The results demonstrated that the transformational leadership behaviors of coaches were indirectly related to athletes' psychological health. Team cohesion was related to athletes' psychological health both directly and indirectly. Basic psychological needs played an indirect role in these relationships. Transformational leadership and team cohesion have important implications for the healthy development of young people. [ABSTRACT FROM AUTHOR]

We examined the relationship between transformational leadership and financial employees' unethical pro-organisational behaviour, accounting for organisational identity and future focus in the context of the Chinese organisational culture. Participants were 94 business leaders and 176 financial employees mainly from the manufacturing, wholesale and retail, and software and information technology services industries. Based on the survey data, moderation-mediation model analysis results indicated that transformational leadership was associated with higher employees’ unethical pro-organisational behaviour. Employees’ organisational identity mediated the relationship between transformational leadership and employees’ unethical pro-organisational behaviour to be stronger. Furthermore, future focus moderated the indirect relationship between transformational leadership and employees’ unethical pro-organisational behaviour, enhancing the positive correlation between transformational leadership and employees’ organisational identity. The findings imply that transformational leadership contributes to employee unethical pro-organisational behaviour as well as employee organisational identity. Employees’ future focus is important to organisation sustainability. [ABSTRACT FROM AUTHOR]

This study explored how green transformational leadership, green organizational identity, and green innovation affect performance. It also looked at the role of green organizational identity in mediating the relationship between green transformational leadership and green innovation, as well as the role of green innovation in mediating the relationship between green organizational leadership and performance. PLS–SEM was used to analyze 885 responses collected from Egyptian travel agency Category A employees. The results highlighted a significant and positive effect of green transformational leadership on green organizational identity, innovation, and performance. As well, the results depicted that green organizational identity affects significantly both green innovation and performance. The results also revealed that green organizational identity plays a partial mediating role in the relationship between green transformational leadership and innovation. Moreover, the results clarified that green innovation plays a partial mediating role in the relationship between green transformational leadership and performance. The study contributes to the theoretical understanding of green transformational leadership and performance in the tourism and hospitality industries. In practice, the study includes suggestions to managers in the tourism and hospitality industries on how to improve green innovation and performance through green transformational leadership. Limitations and future research directions were outlined. [ABSTRACT FROM AUTHOR]

The purpose of this study is to examine whether leadership style affects the professional satisfaction of employees in the field of hospitality and specifically in luxury hotels in Greece. A quantity survey was conducted measuring the characteristics and behavior of leaders, and employee satisfaction. The originality of the article derives from the thorough study of the individual forms of leadership's effect on job satisfaction in Greek luxury hotels, presenting existing organizational data during a strenuous period of pandemic and financial crisis leading to significant changes in the internal and external environment of hotel companies. [ABSTRACT FROM AUTHOR]

This study explored the relationship between principals' transformational leadership and teachers' emotional intelligence. The authors collected data from 395 teachers at Takhar high schools and statistically analyzed them using SPSS. The study found that there was a statistically significant positive correlation between principals' transformational leadership and teachers' emotional intelligence. It also revealed that there were statistically significant differences in teachers' level of emotional intelligence by their demographic factors: gender, education, work experience, and school location. The finding of the study will lead to the improvement of policies to advance principals' transformational leadership and teachers' emotional intelligence. [ABSTRACT FROM AUTHOR]

The purpose of this study is to examine the role of green transformational leadership (TL) that influences green product and process innovation. More specifically, drawing together from leadership and capability-based view, the present study views green dynamic capabilities (GDCs) as an important underlying mediating mechanism through which green TL prompts green innovation. It also examines the moderating role of environmental dynamism between green TL and GDCs. Data were collected from manufacturing SMEs using the convenience sampling technique at two points in time. PLS-SEM was utilised to perform the analysis. The results demonstrate that green TL has a significant direct and positive association with green product and process innovation. The results also show a positive effect of green TL on GDCs, and GDCs in turn promote green innovation. Furthermore, these findings suggest that environmental dynamism plays moderating role in the relationship between green TL and GDCs, which implies that green TL is more effective in determining GDCs under high environmental dynamism. The study contributes to theoretical and practical knowledge by elucidating the relationships among green TL and green product and process innovation, underscoring areas of managerial development that can affect sustainable product and process innovation, specifically in manufacturing SMEs industry. [ABSTRACT FROM AUTHOR]

Academic leaders at managerial universities have been confronted with significant challenges of recruiting and sustaining faculty members who are both committed to their work and satisfied with it. This study investigated the mediating effect of research self-efficacy and job stress on the relationship between transformational leadership and working attitudes. A questionnaire survey was conducted with 1,498 faculty members in total from 26 Chinese research universities. The results indicated the significant positive impact of academic leaders' transformational leadership on the positive working attitudes of Chinese university faculty members. They also indicated both positive and negative mediating effects of university faculty members' research self-efficacy and perceived job stress on the relationship between transformational leadership and working attitudes. [ABSTRACT FROM AUTHOR]

This study attempted to investigate the relationship between organisational factors (organisational climate, leadership, and structure), knowledge sharing and organisational effectiveness. Knowledge sharing was examined as a mediator between organisational factors and organisational effectiveness. In addition, the study explored the moderating effect of ICT on the relationship between organisational factors and knowledge sharing. Quantitative techniques and questionnaires were used to collect data for this study. The findings showed that supportive climate, innovative climate, formalisation and transformational leadership were significantly related to knowledge sharing; however, there was not enough evidence to consider knowledge sharing as a mediator between organisational factors and organisational effectiveness. This study also revealed the moderating effects of ICT on organisational factors (specifically organisational climate and organisational leadership) and knowledge sharing. Therefore, the findings of this study provided relevant insights to the public sector managers and policymakers to take a proactive approach to improve organisational effectiveness in their organisation. [ABSTRACT FROM AUTHOR]

Transformational (TFL) and transactional leadership (TAL) are foundational leadership styles in sales practice and have been intensively studied by past sales research. However, prior research conflicts on the effectiveness of TFL and TAL to help salespeople cope with the persisting changes of a global pandemic, such as COVID-19. Combining leadership theory with perceived uncertainty theory, we develop and test a longitudinal growth model explaining how TAL and TFL affect sales performance during the emerging COVID-19 pandemic. Using transactional and survey data of 16,275 customers and their respective salespeople during the first months of the pandemic, we show that sales performance declined and that TAL was more effective than TFL at mitigating the drop of sales performance. We ascribe this finding to salespeople's uncertainty resulting from the persisting changes brought about by the pandemic, which requires leaders' continuous feedback rather than a focus on long-term visions. To substantiate our findings, we conducted a second study confirming that an increase in TAL is more effective at mitigating the performance decline and that salespeople's perceived effect uncertainty and response uncertainty moderate this effect. Our findings offer timely and valuable implications for leadership theory and practice how to manage pandemic challenges. [ABSTRACT FROM AUTHOR]

This research examines the relationship between three leadership types exhibited by principals (instructional, distributed, and transformational leadership) and teacher academic optimism in order to reveal the differential effects of these leadership models on teachers' perceived academic optimism. The participants of the study included 225 elementary school teachers working at 20 schools across two provinces of Turkey. Several multiple regression models with OLS assumptions were employed in the analysis of the data. The results showed that all three leadership types were significantly related to teachers' academic optimism, yet distributed leadership explained the largest proportion of the total variation. When other leadership types were controlled, only distributed leadership emerged as a significant predictor of teacher academic optimism. [ABSTRACT FROM AUTHOR]

The role of transformational leadership is vital in engaging employees to perform for the betterment of organization. This study intends to predict hospitality industry frontline managers work engagement, innovative work behavior, sustainable employability, and organizational citizenship behavior. Limited empirical research conducted on these behaviors in the context of hospitality industry. Two hundred and nine frontline managers of four and five-star hotels in six tourists' city of Pakistan participated. The study results revealed that transformational leadership has positive influence on managers' work engagement. Further, work engagement significantly mediates the relationship between transformational leadership and innovative work behavior, sustainable employability, and organizational citizenship behavior. [ABSTRACT FROM AUTHOR]

The primary purpose of this study is to map the temporal impact of a transformational leadership development intervention on leaders' awareness in the two public universities. Deans and heads from the two universities were involved in a six-week-long intervention. To study the short-term impact, an evaluation was conducted three months after the initial intervention with leaders of University A, and one year later, the next evaluation was conducted with leaders from University B to study the long-term impact. Semi-structured interviews and a case study method were adopted for data collection, and content analysis was carried out to identify indicators of awareness levels in leadership behaviours. Compared to the immediate post-intervention evaluation results, awareness levels decreased, but the results were still sufficiently robust compared to the baseline awareness levels measured in a control group. Implications and recommendations for future research will be discussed. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to examine whether faculties' affective professional commitment mediates the relationship between transformational leadership behaviors of university management, perceived organizational support, and faculties' institutional citizenship behavior. Data were collected through a self-administered questionnaire from a total of 220 full-time academicians teaching in Debre Berhan University of Ethiopia. The mediating role of affective professional commitment in promoting faculties' institutional citizenship behaviors has been overlooked in the existing literature and this paper is original. Particularly in developing countries like Ethiopia, this investigation brings a paramount contribution to curtailing the resignation of academic staff. [ABSTRACT FROM AUTHOR]

Gerry Adams was the foremost Irish Republican leader in The Troubles (1968–1998). This paper analyses the extent to which he was a transformational leader, shifting Republicanism from armed struggle to politics. The paper analyses three texts by Adams at milestone points in the conflict. The first (1976) at the height of the armed campaign; the second (1986) as political engagement was increasing; and the third (2003), after the conflict had formally concluded. The paper uses four criteria to signify transformational leadership. The paper argues that, while Adams does not meet all four transformational leadership criteria equally, he transformed his organisation. [ABSTRACT FROM AUTHOR]

The purpose of this study is to examine the boundary conditions of transformational leadership, follower psychological capital, and their effects on follower mental health outcomes. Specifically, we utilize archival, multi-wave data from a military sample to examine whether the negative relationship between transformational leadership and adverse follower stress outcomes increases as the context shifts from a relatively safe environment to one in which follower lives are at risk. Additionally, psychological capital, a constellation of personal psychological resources, is also assessed to account for individual buffers against extreme stressors. Findings from the current study suggest that the negative relationship between transformational leadership and follower stress increases significantly when the context shifts to a high-risk, mortality-salient environment. [ABSTRACT FROM AUTHOR]

The analysis of transformational leadership as a driver of the performance of large companies has been widely studied, while the same research on small companies with a focus on studies on culinary has not received much attention. Research on culinary business during the covid-19 pandemic aims to analyze the impact of transformational leadership on business performance through digital capability. This research uses a quantitative approach. The respondents of the study were the owners/managers of culinary businesses in Jakarta, the capital city of Indonesia. Data analysis was carried out with Structural Equation Model (SEM) With Partial Least Square (PLS). The results show that the direct influence of transformational leadership on performance is less than the influence of transformational leadership on performance through digital capabilities. This means that transformational leadership and and digital capability the two sides of the coin are inseparable [ABSTRACT FROM AUTHOR]

Organizations play an important role in the continuity of a good work environment. This study aims to determine the types of leadership influence the innovative behavior of librarians in public libraries and innovation climate influences the innovative behavior of librarians in public libraries. This study using qualitative methods and was conducted in several public libraries in Indonesia. The respondents are the librarian in Malang City public Library, Gunung Kidul public Library, and Yogyakarta Special Region public Library. The research found that transformational leadership impact to librarian innovative behavior and innovation climate in Indonesia's public library. [ABSTRACT FROM AUTHOR]

The growing digitization puts more pressure on brick-and-mortar businesses in the retail sector by creating new and more complex customer demands that increase the need for cooperative and trustful exchange relationships between supervisors and salespeople. A promising approach to tackle these challenges lies in implementing less hierarchical leadership structures. While sharing leadership on the team level gains traction among practitioners as a viable form of horizontal leadership, research provides little evidence on the conditions and mechanisms that enable a shared leadership work environment for retail salespeople. Especially the role of formal leaders in such a transition remains unclear. To fill this void, we followed a two-study design. We conducted a large-scale survey with 1,527 salespeople of a German fashion retailer to analyze how formal leadership contributes to the existence of a less hierarchically structured work environment for retail salespeople. Our multiple mediation analysis provides in-depth and context-sensitive insights into conditions and mechanisms that facilitate a shared leadership environment. A subsequent online-based scenario experiment confirms that transformational leadership is a driver for a shared leadership environment. We contribute to the literature by showing that transformational leadership matters not only in business-to-business (B2B) settings but also in traditionally more transactional business-to-consumer (B2C) retail sales settings to create a shared leadership environment. [ABSTRACT FROM AUTHOR]

This study examined transformational leadership and succession planning in Malaysian higher education. The study investigated how transformational leadership influences university staff career development and leadership preparation. Data were obtained from 300 university administrators and academics. The analysis was done using Smart PLS. The data revealed that idealised influence and inspirational motivation were positively and significantly associated to career development, whereas intellectual stimulation and individual influence had an insignificant negative relationship. Furthermore, when examined with leadership preparation, idealised influence and intellectual stimulation were shown to be inconsequential, whereas individual influence and inspiring motivation revealed an insignificant negative relationship. In conclusion, the study improves the existing framework in regard to understanding how transformational leaders can facilitate career development and leadership preparation of university employees in Malaysia. It is hopeful that the findings can help university policy makers to strategically formulate human resource development policies to improve succession planning programs. [ABSTRACT FROM AUTHOR]

Role conflicts and role ambiguity have been identified as important risk factors for exposure to workplace bullying, particularly when combined with inadequate leadership practices. Even though role ambiguity theoretically can be considered a causal precursor to role conflicts, previous research has mainly examined these role stressors as concurrent predictors of workplace bullying. The present study provides a more nuanced analysis by investigating role conflicts as a mediator in the relationship between role ambiguity and exposure to bullying behaviours. Adding to the understanding of the bullying process we also considered the possible moderating roles of laissez-faire and transformational leadership in the role stressor–bullying relationship. Employing a national probability sample of 1,164 Norwegian workers, with three measurements across a 12-month period, the results showed an indirect effect of employees' role ambiguity on subsequent exposure to bullying behaviours through employees' experience of role conflicts. Moreover, laissez-faire leadership exacerbated, while transformational leadership attenuated, the indirect relationship between role ambiguity and exposure to bullying behaviours through role conflicts. In summary, the present data shows that when the management of organisations neglects its inherent responsibility to adequately address employees' experiences of role ambiguity and role conflicts, the risk of exposure to workplace bullying is likely to increase. [ABSTRACT FROM AUTHOR]

This innovative study examines the relations between principals' cognitive complexity (CC) levels and their leadership-style profiles. Participants were 341 principals and 3,209 teachers in Israel. Results indicated four leadership-style profiles: transformational; mixed – including transformational and transactional; transactional; and passive-avoidant. School principals were further found to juggle their perspectives from simple to complex, resulting in passive-avoidant to transactional, to transformational and to mixed leadership profiles. The mixed leadership-style profile (transactional and transformational) was characterized by high CC, and construed social behavior in a multidimensional way; passive-avoidant leadership was characterized by simple thinking (low CC). [ABSTRACT FROM AUTHOR]

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To explore the transformational leadership competency of graduates from one medical university in China and its influencing variables. From 2020 to 2021, 851 medical graduates from seven hospitals affiliated with the Capital Medical University participated in this survey. The authors conducted a cross-sectional study to assess transformational leadership competency, particularly from three aspects, including values, Emotional Intelligence (EI) abilities, and behaviors using the socially responsible leadership scale (SRLS), emotionally intelligent leadership, and student leadership practices inventory (EILI and SLPI). The SRLS scores were medium except for 'controversy with civility'. The EILI scores were medium. The SLPI scores were high except for 'enable others to act' and 'encourage the heart'. The influencing variables of SRLS, EILI, and SLPI were serving as student cadres, serving longer than two semesters (p = 0.01, 0.02 in EILI and SLPI), joining student organizations, participating in social practice, voluntary service (p = 0.001 in SLPI), in training classes for student cadres (p = 0.02, 0.01, 0.02 in SRLS, EILI, and SLPI), and attending lectures on leadership (except for indicated, p < 0.001). Regression analysis showed that attending lectures on leadership was associated with high SRLS, EILI, and SLPI scores (p = 0.04, SRLS; p < 0.001, others), and SRLS and EILI scores could affect SLPI score (F = 2674.44, p < 0.001, R2 = 0.86). Medical graduates' transformational leadership competency at the Capital Medical University was medium measured from values, EI abilities, and behaviors. Group analysis indicated that knowledge learning, organizational involvement, and social/community involvement were associated with leadership capacity building, meanwhile, leaders' values and EI abilities would affect their behaviors, suggesting medical graduates should undertake leadership training from both knowledge learning and practicing. [ABSTRACT FROM AUTHOR]

Several industries recognize transformational leadership as an effective leadership style that achieves performance beyond expectations. However, transformational leadership appears less connected to discussions on leadership in higher education administration. This study reviews and examines transformational leadership and the profile of certain individuals in higher education administration from a different perspective by documenting their "lived experiences" through phenomenology. A total of fifteen leaders in higher education administration shared their "lived experiences" that offered an in-depth understanding of their profile and its association to transformational leadership. [ABSTRACT FROM AUTHOR]

Many researchers are interested in the relationship between leaders and their followers, whether in the technology or nontechnology sector. However, the moderating factors of the relationship between leadership types and followers' performance have been underexplored. This study investigates the moderating role of a leader's narcissism in the relationship between leadership types (transformational and transactional) and follower performance in technology and nontechnology industries. We analyze the results of a survey of 46 chief executive officers and 205 followers at 46 large companies in Korea, of which 30 are in the technology sector and 16 are in nontechnology industries. The results show that a leader's narcissism mitigates the positive relationship between transformational leadership and followers' performance. Moreover, a leader's narcissism strengthens the negative relationship between transactional leadership and followers' performance. When industry type is considered, this effect remains evident only in the technology sector. These findings suggest that the moderating role of narcissism in the relationship between leadership and follower outcomes can be industry-specific. The results contribute to theoretical discussions about the relationship between leadership types and followers' performance and its moderating factors. [ABSTRACT FROM AUTHOR]

The study investigates the association among leadership styles, employee well-being and employee's safety behavior of healthcare workers. The study used social learning theory (SLT) for examining the relationship between leadership styles and employee safety behavior. Moreover, social exchange theory (SET) has been incorporated to narrate the moderating effect of employee well-being on the relationship between leadership styles and employee safety behavior. Data have been collected with the help of questionnaires from 515 healthcare workers working in the public hospitals of Punjab, Pakistan. Structural equation modeling has been utilized to test the study hypothesis. Findings indicate that both transactional and transformational leaderships have significant and positive relationship with employee safety behavior. Interestingly, employee well-being negatively moderates the relationship between transformational leadership and employee safety behavior. Furthermore, no moderation was found on the relationship between transactional leadership and employee safety behavior. The findings propose that healthcare management should invest to aware employees regarding their well-being. The findings also suggest that leaders should influence their followers to adopt safety measures at workplace. Furthermore, leaders must be role models in order to attain a competitive advantage and make a balance between management and workers. [ABSTRACT FROM AUTHOR]

Constructive employee voice is important but challenging to promote in high power distance contexts. The unique and relative importance of HRM systems and leadership in promoting it is more generally little understood. This study investigates the unique and relative importance of a high-performance work system (HPWS) and transformational leadership (TL) for constructive employee voice behavior, as well as how individual-level power distance orientation (PDO) moderates those relationships. The analyses are based on a sample of 403 subordinates of middle managers in 232 domestic Russian organizations. The results show that both TL and HPWS relate positively to employee voice, but most importantly that HPWS is more strongly so related, that it significantly substitutes the relationship between TL and voice, and that the relationship between HPWS and voice is further strengthened by employee PDO. We also conducted post-hoc qualitative interviews with 25 employees in domestic Russian organizations to triangulate our quantitative results. The study contributes to research on employee voice, in particular to research on the relative importance of its antecedents, and to the emerging body of research that simultaneously considers HRM and leadership. [ABSTRACT FROM AUTHOR]

Employing conservation of resources (CoR) theory, we tested the mediating effect of employees' emotional energy in the connection between transformational leadership style (TFL) and subordinates' job performance. Additionally, drawing on self-concept theory, the moderating effect of meaningful work in the association between emotional energy and job performance was tested. Data collection (N = 546) was conducted in 72 hotels in Bangladesh using convenience sampling. SmartPLS was used for data analysis. TFL was positively associated with emotional energy, and emotional energy was the underlying mechanism between TFL and job performance. Meaningful work was the significant moderator strengthening the association between emotional energy and job performance. By explaining the mediating and moderating role of emotional energy and meaningful work, the findings contribute to the literature on CoR theory, TFL, job performance, self-concept theory, and hospitality. Recruiting employees who are more emotionally energized and alive, along with leadership practices and generating meaningful work, is imperative. [ABSTRACT FROM AUTHOR]

The proliferation of leadership models can leave practitioners confused about which model to use in guiding their leadership development initiatives. Although 'new' leadership models (e.g. authentic, ethical, and servant leadership) suggest theoretical differences, empirical research has shown considerable overlap among these models and longer standing ones such as transformational leadership. With extant literature questioning the added empirical value of these newer models, this paper aims to distil the best evidence about transformational leadership into a 'primer' that can help practitioners use evidence-led practices in their leadership development. To do so, we briefly review major leadership models, highlight evidence for empirical redundancy between new leadership models and transformational leadership, and discuss meta-analytic findings between transformational leadership and outcomes of leadership. Our review suggests that these newer leadership models add little incremental validity beyond transformational leadership in predicting various leadership outcomes. Moreover, transformational leadership demonstrates medium to large effect sizes on a range of individual, team, and organisational outcomes. Taken together, our findings suggest that organisations can benefit by focusing their resources on transformational leadership development, rather than on the latest leadership fad. [ABSTRACT FROM AUTHOR]

Leading human service agencies has always been challenging, but recent political, financial, public health, and racial tensions in the U.S. have added further turbulence and complexity to those in CEO and Executive Director positions tasked with providing steady leadership of agencies serving the most vulnerable in our society. Though numerous books and journal articles examining leadership are published every year, there is something valuable about learning from experiences of leaders in the field. This article shares the perspective of one such leader, whose leadership approach is grounded on the principles of The Sanctuary Model, an evidence-supported, trauma-informed, organizational change intervention. [ABSTRACT FROM AUTHOR]

Leaders play a vital role in the development of dynamic capabilities. However, the effects of leadership styles on firms' dynamic capabilities have not been fully explored, with relatively few studies examining the relationship between leadership and dynamic capabilities. This research examined the influence of transformational and transactional leadership styles on dynamic capabilities. Using data from 279 Kenyan firms. Data analysis was done using hierarchical linear regression model. The finding shows that transformational and transactional leadership styles influence the development of organizational dynamic capabilities. While the transformational leadership style leads to the development of sensing, seizing, and configuration capabilities, transactional leaders do not affect the development of sensing dynamic capabilities. However, they have significant effects on seizing and configuration capabilities development. This study develops knowledge that enables leaders, scholars and practitioners to understand how to use different leadership styles to pursue or develop different dynamic capabilities. [ABSTRACT FROM AUTHOR]

Digital transformation brings significant challenges for managing competences. Exploiting digital technologies requires new competences, which need to be combined with existing competences to increase business efficiency and introduce digital innovations. However, competence combination for digital transformation is particularly challenging due to the scale of needed organisational change, conflicts between new and existing operating logics, and employee stress and resistance. Nonetheless, earlier research has neglected the question of how companies approach competence combination for digital transformation. Therefore, we investigated the views of top managers from ten companies in the Finnish machinery and metal products industry for this purpose. Based on an inductive analysis, we identified triggers for digital transformation and developed a managerial framework as a response. We argue that companies can create new transformative competence combinations by engaging in three activities: developing new competencies, promoting competence combination, and enhancing transformational leadership. [ABSTRACT FROM AUTHOR]

Leaders influence their followers directly through interactions and role modelling, and indirectly by providing resources and managing demands. However, to lead accordingly, leaders require adequate working conditions. So far, little is known about the contextual antecedents of leadership and its subsequent impact on follower job characteristics. To address this research question, we asked 711 employees and their 82 direct leaders about their autonomy and their workload at three points of time (time lags: 12–14 months between T1 and T2 and 6–7 months between T2 and T3). Followers also rated their leaders on transformational leadership. The analysis accounted for the nested data structure. Results showed that leader autonomy and workload are linked to transformational leadership behaviour, which is significantly related to follower autonomy but not follower workload. The findings of this longitudinal study highlight the importance of leader job characteristics for establishing transformational leadership behaviours and designing their followers' job characteristics. [ABSTRACT FROM AUTHOR]

The goals of the present study are to relate the transactional and transformational aspects of modern leadership theory to the history of Medici rule and influence in Renaissance Florentine politics, and, at the same time, to test leadership models against the humanist debates on the accession of the Medici to power. I will focus on the Discorso sopra il fermare lo stato di Firenze nella devozione de' Medici [Discourse on holding the State of Florence in devotion to the Medici], written in 1516 by Lodovico Alamanni (1488–1526), a prominent Florentine statesman. Alamanni's Discorso relates to the first restoration of the Medici government and engages with a number of issues that animate Machiavelli's political theory as well as other memoranda for the Medici contemporaneous with The Prince. I argue that the two categories of leadership—the transactional and the transformational—first proposed by James MacGregor Burns, provide a new way of specifying Alamanni's intentions and, by comparison, those of contemporary authors, including Machiavelli. I will also demonstrate that Alamanni's work exemplifies more vividly than other political writings of the Medici period an approach to leadership that is predicated upon the combination of the transactional and transformational paradigms. [ABSTRACT FROM AUTHOR]

Objectives. This study aimed to demonstrate the effect of transformational and authentic leadership characteristics of healthcare managers on employees' innovative work behavior and the mediating role of innovation climate. Methods. The study was conducted in 19 hospitals in Turkey and 263 managers participated. The data were collected using the transformational leadership questionnaire, the authentic leadership questionnaire, the innovative climate assessment tool and the innovative work behavior scale. Path analysis was performed to demonstrate the relationship between the variables. Results. When transformational and authentic leadership were put into the model separately through innovation climate, transformational leadership had an effect of 0.39 units (0.22 units direct, 0.17 units indirect) and authentic leadership had a 0.44-unit effect (0.29 units direct, 0.15 units indirect) on innovative work behavior. When transformational and authentic leadership were put together in the model, the total (direct and indirect) effect of them increased to 0.52 units. In this case, the effect of authentic leadership characteristics of health managers on innovative work behavior of their followers (0.42 units) was greater than the effect of transformational leadership characteristics (0.10 units). Conclusions. Although both types of leadership affect innovative work behavior, authentic leadership was more effective than transformational leadership. [ABSTRACT FROM AUTHOR]

Leadership is vital to the accomplishment of librarianship in the modern era. This paper investigated academic library leadership in Nigeria and ICT adoption. A descriptive research design was used for the study. The Multifactor Leadership Questionnaire (MLQ) was used for data collection. The population of the study was 402 librarians in academic libraries in South-west, Nigeria. It was found that library leadership plays a significant role in ICT adoption in academic libraries in Nigeria. The study found that though both transformational and transactional leadership styles are good in an academic library setting, the respondents rated their leaders as more transformational than transactional. The extent of the adoption of ICT in performing library operations is high. The libraries benefited enormously from the adoption of ICT, even though the libraries face a lot of challenges in the adoption of ICT. It was recommended that Library leaders should imbibe transformational leadership practices in the management of their libraries as it offers effective leadership and is acceptable to the subordinates. The academic libraries should also make full-scale adoption of ICT in performing their operations due to the numerous improvements ICT brings to job performance and service delivery [ABSTRACT FROM AUTHOR]

Through applying social information processing theory and social identity theory, we propose that employees' moral reflectiveness mediates the relationship between environmentally specific transformational leadership and organizational citizenship behavior for the environment. Further, we tested the moderating effect of leader group prototypicality on the relationship between environmentally specific transformational leadership and subsequent moral reflectiveness. We examined the hypothesized relationships using data collected in China from 194 employees. The findings demonstrated that environmentally specific transformational leadership positively predicts employee organizational citizenship behavior for the environment, and moral reflectiveness mediates this relationship. Further, leader group prototypicality strengthens the positive relationship between environmentally specific transformational leadership and subsequent moral reflectiveness. This study extends the understanding of environmentally specific transformational leadership in the context of manufacturing companies and has practical implications to help employees accelerate their organizational citizenship behavior for the environment. [ABSTRACT FROM AUTHOR]

The creation of an entrepreneurship university involves the promotion and institutionalisation of the orientation towards entrepreneurship of all parts of the university, especially the scientific departments, which is affected by several factors. Therefore, our research investigates the effect of transformational leadership style of academic departments' heads on entrepreneurial orientation of these departments mediated by speaking up behaviour of faculty members. Data were collected from 217 faculty members of 50 academic departments in universities of Qom city and provided support for the model. The findings demonstrated a positive and significant relationship between transformational leadership and speaking up, between speaking up and entrepreneurial orientation, and between transformational leadership and entrepreneurial orientation. Furthermore, speaking up mediates the relation between transformation leadership style and entrepreneurial orientation. These findings highlight the catalyst role of speaking up, leveraging transformational leadership as antecedents of entrepreneurial orientation in academic departments. These findings are valuable inputs for managers in university, and policy makers in a higher education sector. Eventually, the theoretical and practical inferences of this research are discussed. [ABSTRACT FROM AUTHOR]