The Relationship between Transformational Leadership Style and Behavior of Organizational Citizen (Case Study: Ghavamin Bank)

Haghighi, Farahnaz Bayram; Maleki, Zahra Valaei

doi:10.5296/ijld.v6i3.9797

Cited by 5 publications

(5 citation statements)

References 17 publications

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“…Leaders' characteristics such as having a clear vision regarding the business's future, employee recognition, followers' encouragement for innovation initiatives, and ethical behavior are essential to TL behavior. Such practices stimulate positive attitudinal and organizational outcomes (Haghighi and Maleki, 2016; Yıldız et al , 2014).…”

Section: Theoretical and Practical Implicationsmentioning

confidence: 99%

“…Recent theoretical developments and empirical assertions reveal that leadership styles profoundly affect individual and organizational outcomes such as satisfaction, commitment and performance (Aboramadan and Dahleez, 2020; Haghighi and Maleki, 2016; Hentrich et al , 2017; Humphrey, 2012). Moreover, extant literature shows that leadership is critical in achieving organizational goals and competitiveness through aligning people and resources (Adnan and Valliappan, 2019; Alrowwad et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

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Transformational leadership and organizational performance of Omani SMEs: the role of market orientation

Dahleez

Fattah

2021

IJPPM

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PurposeThis study proposed and tested a model on the relationship between transformational leadership (TL) and organizational performance (OP) with a possible intervening effect of market orientation (MO) at Omani small and medium enterprises (SMEs).Design/methodology/approachThe study followed a quantitative research design and the deductive approach. Data were collected from 259 employees working in Omani SMEs and were analyzed using structural equation modeling SEM AMOS V24.FindingsThe findings supported positive direct effects of transformational leadership on Omani SMEs' business performance and market orientation. The results also supported the effect of market orientation on business performance. Further analysis showed that market orientation partly mediates the relationship between transformational leadership and business performance.Practical implicationsThe results motivate Omani SMEs' leaders to use intangible capabilities (i.e., market orientation practices) to improve the different aspects of organizational performance. It also suggests that developing SMEs leaders' transformational skills on envisioning the future, adopting open communication styles, motivating employees and stimulating their creativity influences Omani SMEs' performance.Originality/valueDue to the mixed results regarding the TL–OP relationship and the recommendations for further exploring this relationship, this study contributes to theory and practice. It is among the few studies to explore the mediating role of MO between TL and OP in a developing country's SMEs environment.

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Section: Theoretical and Practical Implicationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Transformational leadership and organizational performance of Omani SMEs: the role of market orientation

Dahleez

Fattah

2021

IJPPM

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“…Several scholars have approached the subject of leadership in terms of the influence of the leaders' behaviors on their followers (Clawson, 2008). It is documented in previous literature that leadership influences the work outcomes of the employees, including satisfaction, commitment, citizenship behaviors and innovation (Alkahtani, 2015;Chandra and Priyono, 2016;Haghighi and Maleki, 2016;Hassi, 2018;Le and Lei, 2017;Walumbwa et al, 2005;Yao et al, 2014;Yıldız et al, 2014). More specifically, transformational and transactional leadership were found to affect employees' attitudes and behaviors (Bono and Judge, 2003;Judge and Piccolo, 2004).…”

Section: Introductionmentioning

confidence: 99%

Leadership styles and employees’ work outcomes in nonprofit organizations: the role of work engagement

Aboramadan

Dahleez

2020

JMD

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PurposeThis study aims to investigate the effects of transformational and transactional leaders’ behaviors on employees’ affective commitment and organizational citizenship behavior in the context of nonprofit organizations (NPOs). Additionally, this study attempts to examine the role of work engagement, as an intervening mechanism as work engagement in NPOs has been empirically neglected (Park et al., 2018).Design/methodology/approachData were conducted from 400 employees working in Italian NPOs in the North of Italy. For verifying the hypotheses of this study, structural equation modeling techniques were implemented.FindingsIt was found that both transformational and transactional leaderships influenced positively affective commitment and organizational citizenship behavior, and work engagement was revealed to have significant positive mediating effects on the relationship between the variables examined in this study.Practical implicationsThe results of this study may be beneficial to leaders and supervisors of NPOs, specifically regarding the influence of the leaders’ behaviors on the employees’ outcomes.Originality/valueDue to the limited number of studies conducted on leadership in nonprofit organizations, this study theoretically and empirically contributes to the leadership literature as it is the first study to investigate the two styles of leadership on work-related outcomes via work engagement in the nonprofit sector.

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“…With regards to leader behaviors, leadership style greatly influences employees’ work outcomes – both attitudinal and behavioral, such as job satisfaction, work performance, innovation, organizational commitment, organizational citizenship behavior and so on (Alkahtani, 2016; Chandra and Priyono, 2016; Haghighi, 2016; Le and Lei, 2017; Yao et al , 2014; Yıldız et al , 2014). Recently, some researchers have examined the mechanism of leadership styles influencing employees’ work engagement.…”

Section: Introductionmentioning

confidence: 99%

Linking leadership styles to work engagement

Castaño

2018

CMS

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Purpose The purpose of this study is to explore the relationship between leadership styles, psychological capital and job engagement. Design/methodology/approach Data were collected among knowledge workers working no less than 1 year in three high-tech enterprises in Henan Province, China. The investigation was conducted with the cooperation from the human resource departments of the selected enterprises from August to October 2014. To minimize potential common method bias, the authors adopted a cross-lagged design with a time gap of four months. The statistical methods included descriptive statistics, structural equation modeling (SEM) and bootstrap analysis. Findings The results showed: leadership styles significantly influenced employees’ psychological capital and work engagement; specifically, transformational and transactional leadership positively predicted employees’ psychological capital and work engagement; compared with transactional leadership, transformational leadership had stronger predictive power to employees’ psychological capital and work engagement; employees’ psychological capital positively predicted their work engagement; and employees’ psychological capital acts as partial mediator between leadership styles and employees’ work engagement. Originality/value Although a body of studies have shown that leadership is an important factor influencing employees’ work attitude and outcomes, it is only in recent years that the effect mechanism of leadership becomes a hot subject in organizational behavior and management fields. As for leadership styles, in general, most research concerned transformational leadership, rather than transactional leadership and only a little of research compared the effects of transformational leadership and transactional leadership on employees’ work outcomes. In terms of outcomes of leadership, as noted earlier, the previous research mainly explored job performance, job satisfaction, innovation behavior, job burnout and so on. Regarding the effect of leadership styles on employees’ work engagement, in spite of more and more supportive evidence of the link between transformational leadership and work engagement, few studies examined the relationship between transactional leadership and work engagement. What’s more, to the best of our knowledge, till now, no empirical research has explored the internal mechanism of this effect from the perspective of psychological capital. Therefore, the present study is a breakthrough for the direct model of leadership styles and employees’ engagement, theoretically bridges the research gap and contributes to the existing literature by presenting a new picture of leadership behavior effect mechanism.

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The Relationship between Transformational Leadership Style and Behavior of Organizational Citizen (Case Study: Ghavamin Bank)

Cited by 5 publications

References 17 publications

Transformational leadership and organizational performance of Omani SMEs: the role of market orientation

Transformational leadership and organizational performance of Omani SMEs: the role of market orientation

Leadership styles and employees’ work outcomes in nonprofit organizations: the role of work engagement

Linking leadership styles to work engagement

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