The Effect of Transformational Leadership on Employees' Attitude by Considering the Mediating Role of Psychological Empowerment (Case Study: Municipality of Karaj, Region 1)

Abstract

This research was conducted to investigate the relation between transformational leadership and staff's attitudes with consideration of the mediating role in psychological empowerment. The purpose was applied type and the method used in this research was descriptive-survey. To collect the relevant data in this study, Sung's staff attitude standard questionnaire (2006), Bass & Alluvium's Transformational Leadership Questionnaire (2000) and Spreitzer's Psychological Capital Questionnaire (1998) were used. The reliability of each questionnaire was 0.786.0.802 and 0.799, respectively. The population studied was the staff and managers of the municipality in Region 1, Karaj with 280 persons. Regarding to their limited number, 162 individuals were selected randomly to determine the sample size using the Morgan table and the questionnaire was distributed among these individuals. To collect the information and data required to evaluate the research's hypotheses, a questionnaire and statistical analysis software as SPSS and LISREL were evaluated. At the inferential level, inferential techniques such as Kolmogorov-Smirnov's normal test, Pearson correlation test, and structural equation modeling were used to test the hypotheses. Based on the results, the studied hypotheses were accepted.

Transformational, Transactional, Laissez-faire Leadership Styles and Employee Engagement: Evidence From Vietnam’s Public Sector

“…Breevaart and Zacher (2019) examined how the combination of transformational leadership and laissez-faire leadership styles had the opposite effect, with increased intention to quit rather than engagement to work. For the organization, employees feel less empathy, positive energy to work from the leader because they always want to know who they are working for, what attracts them (Panahbehagh & Hosseini Shakib, 2018).…”

Relationship between Transformational Leadership Style and Leadership Thinking of Provincial Administration Leaders

“…In general, there is a positive correlation between the variables, but the correlation between idealized influence and inspirational motivation (r = 0.63) is the dominant correlation, the remaining correlations are quite faint because the correlations between the variables are in the range 0.3 ≤ r ≤ 0.5. This is also confirmed by Panahbehagha & Shakib (2017) [12] which assumes that all four manifestations of transformational leadership style always exist in a certain relationship, the higher the correlation coefficient, the more confirmed value of the transformational leadership style. From that, it can be affirmed that the application of transformational leadership style to leadership activities has limitations, except that the interest between idealized influence and inspirational motivation has a rather close positive correlation.…”

“…This is because leaders who practice transformational leadership can inspire followers to push their limits to execute leadership tasks better or complete tasks better, and when practicing transformational leadership, leaders can broaden and enhance their employees' goals, giving them the confidence to execute leadership goals with constancy [14]. According to Panahbehagha and Shakib [12], the transformational leadership style is well suited for inspiring organizational members, empathizing with employees, and guiding them in a motivating way to work together towards the common goals of the organization, this can make subordinates behave with very high will and spirit to achieve the overall efforts pursued by the organization.…”

“…Such leaders are the source of fundamental change and prevail in terms of organizational change and they are in a wave of change, such leaders can provide a better and clearer image in the future, effectively explaining their insights to subordinates, motivating employees to take on challenges and special tasks. Transformational leaders are leaders who inspire employees and can empathize with them, guiding them in a way to deliver the benefits of the organization, which can lead subordinates to behave in a spirit of humanity, act for the common goal of the organization [12].…”

“…Only when employing a transformational leadership style, is it possible to identify the new paths needed for new organizations. Along with that, the leader has a leadership thinking, which is seen as the source of organizational changes and they are on the change wave, and based on a transformational leadership style, the leader can build a better and clearer image of the future, effectively explain their insights to subordinates, motivate them, the passion makes them take and overcome challenges with inspiration without any pressure from outside [12].…”