Hear Me Out! This Is My Idea: Transformational Leadership, Proactive Personality and Relational Identification

Abstract

This study proposes that there is relationship between transformational leadership and employee’s voice as well as relational identification as a mediation and proactive personality as a moderator. Structural Equation Modeling was used to analyze data gathered from employees at the Ministry of Law and Human Rights through questionnaires. The findings revealed that transformational leadership has a significant effect on employee’s voice and relational identification; relational identification mediates the relation between transformational leadership and employee voice behavior, and proactive personality will weaken the transformational effect on employee’s voice behavior. This study enriches empirical studies that employee’s voice can represent the opinions and ideas of employees with the presence of relational identification, proactive personality, and transformational leadership in the organization. Furthermore, transformational leadership can build relational identification that is strengthened by a proactive personality so that employees are happy to convey their voices.

Ethical leadership and employee creativity among engineering employees: evidence from a developing economy

“…The current study confirms that proactivity is a significant individual moderating variable that impacts on the relationship between leadership and employee outcomes which supports earlier studies (Adhyke et al ., 2023; Ma et al ., 2022; Song et al ., 2022). Proactive employees are less constrained by their environment, actively involved in work activities, recognize opportunities and take proactive actions that would ultimately lead to creativity.…”

Effect of transactional and transformational leadership on talent engagement: Mediating role of talent development

“…The extent of talent engagement and development depends on the behavioral aspects of organizational leaders (Adhyke et al., 2023; Al Hammadi, 2020; Islam et al., 2021). Leaders need to focus on the engagement and development of talents and evoke the potential in people to succeed in a competitive business environment (Haque et al., 2019; 2021; Sethibe & Steyn, 2017).…”

“…Leaders can adopt different leadership styles such as responsible, autocratic, consultative, democratic, transactional, transformational, or free‐rain leadership. However, most of the previous studies (Adhyke et al., 2023; Hannah et al., 2020; Montano et al., 2023; Nwokocha & Iheriohanma, 2015; Zhang et al., 2015) used transactional and transformational leadership style. Both transformational and transactional leadership influence TM strategies such as talent development and engagement.…”

Nurturing Employee Engagement at Workplace and Organizational Innovation in Time of Crisis With Moderating Effect of Servant Leadership

“…Servant leadership denotes to leadership style that assist subordinates to align with organization strategic goals and give priority to followers interest instead of leaders own interest and need (Ding et al, 2017). Literature has explained that servant leadership style motivates employees to set targets and meet goals by developing one on one communication with leaders (Adhyke et al, 2023; Hoch et al, 2018; Khan et al, 2020; Lemoine et al, 2019; Saleem et al, 2020). According to Jo et al (2020) servant leaders create an atmosphere that encourage employee to become creative and self-decision makers at workplace.…”