Leading toward harmony – Different types of conflict mediate how followers’ perceptions of transformational leadership are related to job satisfaction and performance

Kammerhoff, Jana; Lauenstein, Oliver; Schütz, Astrid

doi:10.1016/j.emj.2018.06.003

Cited by 53 publications

(49 citation statements)

References 41 publications

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“…Several researchers (i.e., Kammerhoff, Lauenstein, & Schütz, 2019;Eliyana, Ma'arif, & Muzakki, 2019;(Meng & Berger, 2019) states that there is a strong correlation between the role of leadership on job satisfaction and employee performance. Chiniara and Bentein (2016) focus on how the relationship between leadership and individual performance is mediated between competence and satisfaction based on Self Determination theory and OCB (Organizational Citizenship Behavior).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Effect of Motivation, Leadership, and Organizational Culture on Satisfaction and Employee Performance

Paais¹,

Pattiruhu²

2020

JAFEB

417

185

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The study investigates by empirical methods the effect of motivation, leadership, and organizational culture on job satisfaction, and employee performance at Wahana Resources Ltd North Seram District, Central Maluku Regency, Indonesia. This examination intends to be a critical review for academics researching the field of human resources management (HRM). The study's sample consisted of 155 employees who were selected using the Proportionate Stratified Random Sampling method. At the same time, data were collected using a questionnaire and then analyzed using the Structural Equation Modeling on Amos. The results of data analysis showed that work motivation and organizational culture had a positive and significant effect on performance, but did not significantly influence employee job satisfaction. While leadership has a substantial impact on employee job satisfaction, it does not affect performance. The results of testing the coefficient of determination show that job satisfaction is influenced for 57.4% by motivation, leadership, and culture variables, while employee performance variables are influenced for 73.5% by motivation, leadership, culture, and job satisfaction variables. Other factors outside this study influence the rest. Motivation, leadership, and organizational culture of employees need to be improved to increase job satisfaction. Invariably, if employee job satisfaction increases, employee performance will also increase.

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Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Effect of Motivation, Leadership, and Organizational Culture on Satisfaction and Employee Performance

Paais¹,

Pattiruhu²

2020

JAFEB

417

185

View full text Add to dashboard Cite

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“…It means that transformational leaders' behavior can inspire and motivate their workers and it can equally cause psychological changes among their employees. Similarly, according to Kammerhoff, Lauenstein, and Schütz [15] either intentionally or not transformational leadership style can influence employees' work satisfaction and they further explain that this particular style has potential to decrease conflict resulting tasks and at the same time nourish employees' satisfaction.…”

Section: Introductionmentioning

confidence: 92%

“…This leadership style focuses on giving inspiration and motivation. Leaders lead by giving examples which aims to develop employees' self-potential [15].…”

Section: Introductionmentioning

confidence: 99%

The Effect of Transformational Leadership Style and Human Relations on Work Satisfaction

Subardjo¹,

Tentama²,

Kusuma³

et al. 2019

Proceedings of the First International Conference on Progressive Civil Society (ICONPROCS 2019)

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Transformational and human relations leadership style are two factors which are capable of influencing work satisfaction. This research aims to empirically examine the role of such leadership style and their influence towards work satisfaction in X University. The subjects of this research are permanent employees and are those who have worked there for more than one year. Random sampling technique is performed to take the samples. Meanwhile, the methods of data collecting technique are transformational and human relations scales and work satisfaction scales. After that, the data are analyzed using multiple linear regression analysis. The result suggested that 1) transformational leadership and human relations styles gave significant influences simultaneously with the value of work satisfaction and F equal to 39.680. In addition, the significance level (p) is equal to 0,000 (p<0,01). 2) it was observed that there was significant correlation between transformational leadership style and work satisfaction with the value of (t) equal to 6,168 and significance level (p) is 0,000(p<0,01). 3) Similarly, human relations style had significant correlation with work satisfaction with the value of (t) equal to 6,168 and significant level (p) equal to 0,000(p<0,01). In conclusion, the influence of transformational and human relations leadership style accounted for 61.7%, while other external factors outside this research accounted for 38.3%.

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“…Nevertheless, a review on previous research on charismatic leadership has recommended several areas to be investigated in order to bridge the gap in the CLC literature. First, there is a need for further validation studies, given the limited research attention that the subject has received to date (Kammerhoff et al, 2019). Second, there is a need to investigate the causal relationship between leadership communication and reputation in 7 times of crises (Coombs, 2014).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Crisis Management, and Charismatic Leadership Communication as Antecedents to the Organizational Reputation

et.al¹

2021

TURCOMAT

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The aim of this study is to measure employees’ perceptions of UAE police’s reputation. Even though these perceptions are formed in the public domain, this study focused on the public sector employees’ evaluation of the Commission’s reputation and credibility. This is solely because they work in it and will be directly affected by negative perceptions, as evident in most alternative media and blogs. Like many other organizations, employees and other internal stakeholders know the organization better than the outsiders, so measuring their perceptions is essential. This study attempts to reflect how UAE police, through its charismatic leadership communication and organizational credibility, earns the trust and confidence of its employees in times of crisis, which is further reflected in its reputation. The present study chooses the situational crisis communication theory to develop its theoretical framework. Originating in attribution theory, the SCCT has been widely used in crisis communication research to test the link between crisis situation and crisis response strategies. The study has employed the SEM-PLS is statistical technique for the analysis of the data. The findings of the study have provided support to the hypothesized results.

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Leading toward harmony – Different types of conflict mediate how followers’ perceptions of transformational leadership are related to job satisfaction and performance

Cited by 53 publications

References 41 publications

Effect of Motivation, Leadership, and Organizational Culture on Satisfaction and Employee Performance

Effect of Motivation, Leadership, and Organizational Culture on Satisfaction and Employee Performance

The Effect of Transformational Leadership Style and Human Relations on Work Satisfaction

Crisis Management, and Charismatic Leadership Communication as Antecedents to the Organizational Reputation

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