Comparing empowering, transformational, and transactional leadership on supervisory coaching and job performance: A multilevel perspective

Abstract

With a leader being able to possess different types of leadership styles, there is a lack of literature investigating which leadership style best facilitates supervisory coaching behavior. The current study aimed to investigate which leadership style would exhibit supervisory coaching behavior, and if supervisory coaching behavior would mediate the relationship between leadership styles and job performance. The study compared the effects of three leadership styles-transformational, transactional, and empowering leadership-on supervisory coaching behavior, which has been reported to influence job performance. A multilevel approach was adopted in this study using 500 employees from 65 organizations within Malaysia. The study found that only empowering and transactional leadership styles exhibited supervisory coaching behavior, which in turn mediated their relationships with job performance. Overall, the findings suggest the importance of leadership styles that prioritize employee development, as these would lead to improved job performance in employees.

The Influence of Emotion in the Management of Amateur Football Organizations

“…The results also show the relevance of the two types of leadership studied in combination with the emotional variables, confirming what was stated by Miao et al (2013) and Lee and Ding (2020) who found that leadership increases the trust in the supervision of the leader, and this, in turn, boosts the feeling of belonging.…”

“…Finally, high levels of transactional leadership and high levels of emotional attachment dividend (67%) are also associated with high levels of loyalty. These results confirm the idea of Lee and Ding (2020) that both transformational leadership and transactional leadership can be useful in improving the commitment of people within an organization, one by means of the task and the other by means of inspiration. This also gives support to the conclusions of Peng et al (2020) with respect to the idea that transformational leadership is a source of inspirational motivation.…”

“…According to Lee and Ding (2020), there is little information that measures the relationship between specific styles of leadership and results that are reflected in people's behavior. However, the literature offers empirical evidence that would support this idea.…”

“…In transformational leadership, the leader is charismatic and more ambitious in the proposed objectives, where persuasion is exercised to convince the group that those objectives are reachable ( Bernerth and Hirschfeld, 2016 ). These styles of leadership are widely studied for their influence in worker performance and organizational behavior ( Lee and Ding, 2020 ). In sport and the management of sporting organizations, the styles of leadership are especially relevant as they affect the motivations of the sportspeople and the relationships they establish with their leaders, which in turn boost the success of some teams over others ( Arnold et al, 2015 ; Mitrovic et al, 2019 ).…”

“…However, there exists evidence that shows that both leadership styles can be useful and complementary in improving management and organizational performance (e.g., Hetland and Sandal, 2003 ; Xu and Wang, 2019 ). Thus, even when transactional leadership is useful mainly to improve the response to individuals in terms of a task ( Lee and Ding, 2020 ), this would also positively influence variables associated with behavior and the commitment of individuals such as motivation and loyalty. Along these lines, Monzani et al (2014) have found that while transformational leadership is a better precursor to loyalty, there are no significant differences between them when the followers present a high level of affability, kindness, and respect.…”