Team Transformational Leadership, Trust, Satisfaction, And Commitment: The Testing Of A Structural Equation Model In Software Development Teams

Hsu, Shih-Yi Clark; Mujtaba, Bahaudin G.

doi:10.19030/rbis.v11i3.4412

Cited by 19 publications

(11 citation statements)

References 12 publications

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“…We found that there are positive and significant intercorrelations among transformational leadership, organizational commitment, organizational trust and job satisfaction. The results of this study are consistent with previous exploratory studies that examined the same relationships (Meyer and Allen, ; Turnley and Feldman, ; Kent and Chelladurai, ; Meyer and Herscovitch, ; Lagomarsino and Cardona, ; Avolio et al ., ; Chen, ; Saygun, et al ., ; Lee, ; Liu, ; Walumbwa et al ., ; Hsu, ; Hsu and Mujtaba, ; Tanner, ; Wong, ; Laschinger, ; Tanner and Sezen, ; Wolfram and Mohr, ; Lee et al ., ; Lonial, et al ., ; Wood and Menezes, ). Several previous research related to the results of our study are presented subsequently in summary.…”

Section: Discussionmentioning

confidence: 99%

An analysis of relationships among transformational leadership, job satisfaction, organizational commitment and organizational trust in two Turkish hospitals

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Tarcan

Tekingündüz

et al. 2012

Health Planning & Management

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The purpose of this study was to investigate the relationships among employee organizational commitment, organizational trust, job satisfaction and employees' perceptions of their immediate supervisors' transformational leadership behaviors in Turkey. First, this study examined the relationships among organizational commitment, organizational trust, job satisfaction and transformational leadership in two Turkish public hospitals. Second, this investigation examined how job satisfaction, organizational trust and transformational leadership affect organizational commitment. Moreover, it was aimed to investigate how organizational commitment, job satisfaction and transformational leadership affect organizational trust. A quantitative, cross-sectional method, self-administered questionnaire was used for this study. Eight hundred four employees from two public hospitals in Turkey were recruited for collecting data. The overall response rate was 38.14%. The measurement instruments of survey were the Job Satisfaction Survey (developed by P. Spector), the Organizational Commitment Questionnaire (developed by J. Meyer and N. Allen), the Organizational Trust Inventory-short form (developed by L. Cummings and P. Bromiley) and the Transformational Leadership Inventory (TLI) (developed by P. M. Podsakoff). Five-point Likert scales were used in these measurement instruments. Correlation test (the Pearson's rank test) was used to examine relationships between variables. Also, multiple regression analysis was used to determine the regressors for organizational commitment and organizational trust. There were significant relationships among overall job satisfaction, overall transformational leadership and organizational trust. Regression analyses showed that organizational trust and two job satisfaction dimensions (contingent rewards and communication) were significant predictors for organizational commitment. It was found that one transformational leadership dimension (articulating a vision), two job satisfaction dimensions (pay and supervision) and two organizational commitment dimensions (affective commitment and normative commitment) were significant regressors for organizational trust. There is a lack of research in the health organizations regarding organizational commitment, organizational trust, job satisfaction and transformational leadership. The investigator of the proposed study intends to add to the literature and intends to prove that the proposed study would be important for healthcare organizations. A number of specific measures should be undertaken to reduce factors that negatively affect organizational commitment, organizational trust and job satisfaction of hospital personnel and to improve transformational leadership behaviors of hospital administrators.

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Section: Discussionmentioning

confidence: 99%

An analysis of relationships among transformational leadership, job satisfaction, organizational commitment and organizational trust in two Turkish hospitals

Top

Tarcan

Tekingündüz

et al. 2012

Health Planning & Management

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“…The main reasons why SDPs are often outsourced to international countries is because of lower costs, the availability of resources with the necessary skills, especially if it is a new technology, and also to speed up the development process of the application. It is noted that soft skills are more important than technical skills in a SDP [28].…”

Section: The Difference Between Software Development Projects and mentioning

confidence: 99%

Soft Skills for Software Project Team Members

Mtsweni¹,

Hörne²,

Poll³

2016

IJCTE

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Abstract-Software development usually occurs in the context of software project management (SPM). An often cited challenge in the area of software project management is the high failure rate of software development projects (SPDs). One of the factors contributing to the failure of SDPs is the lack of soft issues, also known as soft skills or human aspects. The main purpose of this research was to identify and categorise the soft skills that facilitate the delivery of successful SDPs. To this end a survey was conducted in the form of a questionnaire as the research instrument. The results of the survey underwent a quantitative analysis and it was found that a variety of soft skills are important in facilitating the delivery of successful SDPs. Although a wide range of soft skills were identified, not all soft skills can be considered to be of crucial or equal importance. Index Terms-Soft skills, software development projects, software project failure.

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“…It has in fact been observed that commitment to a specific target, for instance one's own team, would be a better predictor of behaviours relevant to that target than a general organizational commitment (Herscovitch & Meyer, 2002). Hsu and Mujtaba (2011), for example, focused their attention on team level commitment. Bass (1999) suggested that there is a clear need for better understanding how transformational leadership influences employees' work-related attitudes, such as affective team commitment.…”

Section: Transformational Leadership and Affective Team Commitmentmentioning

confidence: 99%

Transformational Leadership and Team Effectiveness: The Mediating Role of Affective Team Commitment

Paolucci

Dimas

Zappalà

et al. 2018

Revista De Psicología Del Trabajo Y De Las Organizaciones

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In the present day, organizations worldwide tend to structure their work around teams and workgroups 1 to perform more rapidly, flexibly, and adaptively (Kozlowski & Ilgen, 2006). The various applications of teams in organizations have led to an approach that emphasizes their nature as finalized systems and the emergence of a new focus dedicated to this issue: effectiveness (Mathieu, Maynard, Rapp, & Gilson, 2008). Because the effectiveness of teams matters for individual, organizational, and societal well-being, it is essential to study processes to promote it (Kozlowski & Ilgen, 2006). According to Bass (1999), changes in the marketplace and in the workforce led to a need to adopt a transformational leadership style. These leaders foster followers in going beyond immediate selfinterests, elevating their maturity as well as showing concern for achievement, self-actualization, and well-being of subordinates (Bass, h t t p : / / j o u r n a l s. c o p m a d r i d. o rg / j wo p

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Team Transformational Leadership, Trust, Satisfaction, And Commitment: The Testing Of A Structural Equation Model In Software Development Teams

Abstract: ABSTRACT

Cited by 19 publications

References 12 publications

An analysis of relationships among transformational leadership, job satisfaction, organizational commitment and organizational trust in two Turkish hospitals

An analysis of relationships among transformational leadership, job satisfaction, organizational commitment and organizational trust in two Turkish hospitals

Soft Skills for Software Project Team Members

Transformational Leadership and Team Effectiveness: The Mediating Role of Affective Team Commitment

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