International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Leadership is one of the most valuable factors for motivating others to achieve particular goals. In
the organizational boundaries, motivation remains a vital secrete of managing people. Every organization is a
combination of the different human workforce having different objectives incompatible to corporate aims.
Among other factors, motivation is one of the important actors for combining personal and organizational
targets.
Effects of leadership style on organizational performance in small and medium...Alexander Decker
This document discusses the effects of leadership style on organizational performance in small and medium scale enterprises (SMEs) in Nigeria. It begins by defining leadership and its importance for SMEs. It notes that leadership style can impact variables like flexibility and employee commitment. The study examines the relationship between leadership style and organizational performance as well as employee morale, efficiency, and commitment. It poses research questions about these relationships and puts forth hypotheses testing the relationships between leadership style, organizational performance, employee motivation, and the impact of autocratic leadership styles.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The Impact of Transformational Leadership on Organizational Change Management...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
The effects of leadership styles & organizational culture over firm performanceACCA Global
This study examined the relationships between organizational culture, leadership styles, and firm performance. The researchers hypothesized that organizational culture affects performance, culture and leadership styles are related, leadership impacts performance, and culture mediates the leadership-performance relationship. They surveyed employees from various industries in Turkey. The results showed that mechanistic and humanistic leadership styles are linked to culture. Additionally, bureaucratic and competitive cultures partially mediated the relationship between humanistic leadership and performance. The researchers concluded that culture and leadership are important for firm success and suggested expanding the study to include other leadership types, cultures, and individual outcomes.
Effect of Leadership styles on Organisational commitment.Deepak Chandhok
Research Project on finding effects of Leadership Styles on Organisational Commitment in government sector under the guidance of Dr.Purva Kansal(Associate professor), University Business School.
This document discusses a study on the impact of different leadership styles (transformational and transactional) on employee performance and the mediating role of job satisfaction. The study was conducted in private schools in Pakistan. The results showed that both transactional and transformational leadership styles were positively associated with employee performance, but transactional leadership had a more significant impact. Additionally, job satisfaction was found to mediate the relationship between transformational leadership and employee performance, but not between transactional leadership and employee performance. The document provides background on transformational and transactional leadership styles and reviews prior literature on their relationships with employee performance and job satisfaction. It also discusses the importance of considering cultural factors like power distance when studying leadership in different country contexts like Pakistan.
This study aims to determine the effect of headmaster leadership and teacher competence on
work motivation and its implications on teacher performance. The analysis used a quantitative descriptive
method with a population of 3,631 consisting of all teachers in Merangin Regency, Jambi. With sample data
totaling 250 teachers according to the SEM requirements
Leadership is one of the most valuable factors for motivating others to achieve particular goals. In
the organizational boundaries, motivation remains a vital secrete of managing people. Every organization is a
combination of the different human workforce having different objectives incompatible to corporate aims.
Among other factors, motivation is one of the important actors for combining personal and organizational
targets.
Effects of leadership style on organizational performance in small and medium...Alexander Decker
This document discusses the effects of leadership style on organizational performance in small and medium scale enterprises (SMEs) in Nigeria. It begins by defining leadership and its importance for SMEs. It notes that leadership style can impact variables like flexibility and employee commitment. The study examines the relationship between leadership style and organizational performance as well as employee morale, efficiency, and commitment. It poses research questions about these relationships and puts forth hypotheses testing the relationships between leadership style, organizational performance, employee motivation, and the impact of autocratic leadership styles.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The Impact of Transformational Leadership on Organizational Change Management...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
The effects of leadership styles & organizational culture over firm performanceACCA Global
This study examined the relationships between organizational culture, leadership styles, and firm performance. The researchers hypothesized that organizational culture affects performance, culture and leadership styles are related, leadership impacts performance, and culture mediates the leadership-performance relationship. They surveyed employees from various industries in Turkey. The results showed that mechanistic and humanistic leadership styles are linked to culture. Additionally, bureaucratic and competitive cultures partially mediated the relationship between humanistic leadership and performance. The researchers concluded that culture and leadership are important for firm success and suggested expanding the study to include other leadership types, cultures, and individual outcomes.
Effect of Leadership styles on Organisational commitment.Deepak Chandhok
Research Project on finding effects of Leadership Styles on Organisational Commitment in government sector under the guidance of Dr.Purva Kansal(Associate professor), University Business School.
This document discusses a study on the impact of different leadership styles (transformational and transactional) on employee performance and the mediating role of job satisfaction. The study was conducted in private schools in Pakistan. The results showed that both transactional and transformational leadership styles were positively associated with employee performance, but transactional leadership had a more significant impact. Additionally, job satisfaction was found to mediate the relationship between transformational leadership and employee performance, but not between transactional leadership and employee performance. The document provides background on transformational and transactional leadership styles and reviews prior literature on their relationships with employee performance and job satisfaction. It also discusses the importance of considering cultural factors like power distance when studying leadership in different country contexts like Pakistan.
This study aims to determine the effect of headmaster leadership and teacher competence on
work motivation and its implications on teacher performance. The analysis used a quantitative descriptive
method with a population of 3,631 consisting of all teachers in Merangin Regency, Jambi. With sample data
totaling 250 teachers according to the SEM requirements
This study examined the impact of leadership style on organizational performance in selected Nigerian banks. Sixty bank employees completed a survey assessing their managers' leadership styles and organizational performance. Results showed that transformational, autocratic, and democratic leadership styles positively correlated with organizational performance, while charismatic, transactional, and bureaucratic styles negatively correlated. The study concluded that transformational and democratic leadership should be employed by banks to improve performance in a competitive environment.
This document discusses challenges for emerging leaders, including balancing execution with engagement, strategy with operations, leadership with management, and work with personal life. It also discusses balancing being a leader versus a friend, decisiveness with involvement, and teamwork with developing individuals. The document also briefly outlines Paul Hersey and Kenneth Blanchard's situational leadership theory, which proposes that the type of leadership utilized depends on followers' readiness levels. The constructivist approach to leadership studies suggests that accounts of leadership result from the interaction between the examined leader and researcher in a shared context.
Leadership Styles of Managers and Employee’s Job Performance in a Banking Sectoriosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
The process of directing involves guiding, coaching, instructing, motivating, leading the people in an organization to achieve organizational objectives. All these examples and many other activities related to directing may broadly be grouped into four categories which are the elements of directing.
These are:
(i) Supervision
(ii) Motivation
(iii) Leadership
(iv) Communication
The document discusses concepts related to directing, motivating, and supervising employees in an organization. It defines directing as the process by which managers instruct and monitor employee performance to achieve goals. Motivation refers to an individual's willingness to meet organizational requirements in the short term. Leadership is defined as guiding employees' actions towards organized efforts and objectives. Supervision involves immediate guidance and control of subordinates as they perform tasks.
Principles of Management MG6851 (Karthikeyan.I, AP, Mech, SRIT)Karthikeyan I
The document discusses different types of organizational structures. It describes functional, divisional, matrix, flat and pre-bureaucratic structures. For each structure, it provides details on how tasks and teams are organized, including advantages and disadvantages of each structure type. It also discusses principles of organization charts and their importance in defining relationships and responsibilities within an organization.
Directing involves leadership, communication, coordination and controlling functions of management. Directing includes supervision, motivation and leadership to accomplish work through subordinates. Communication is key to transferring information between people. Leadership styles include autocratic, democratic and laissez-faire. Motivation theories include Maslow's hierarchy of needs, Herzberg's two-factor theory and Vroom's expectancy theory. Controlling involves setting standards, measuring performance, comparing to standards, and taking corrective actions. Budgetary control and standard costing are traditional control techniques.
Analysing The Role Of Leadership and Management Style on the Performance of E...www.assignmentdesk.co.uk
It is rightly said that different types of leadership and management cause huge impact upon the performance of employees. Read this sample report to analyse the theoretical aspect of motivation and leadership for the business unit and how it will affect the performance level of employees.
Principles of Management MG6851 (Karthikeyan.I, AP, Mech, SRIT)Karthikeyan I
This document discusses directing as a management function. It defines directing as providing guidance to workers to encourage effective and efficient work. Directing is considered the central function of management and is required at all levels. It initiates action and helps integrate employee efforts. Managers use tools like leadership, communication, supervision and motivation to provide direction. Providing clear direction helps ensure goals are met, efforts are coordinated, changes are adapted to, and resources are utilized efficiently. Effective direction provides benefits like initiating actions, integrating employee efforts, providing motivation, and bringing stability to an organization.
Effect of Spiritual Intelligence and Asta Brata Leadership to the Culture of ...IOSR Journals
Human resources (HR) that talented employees are the foundation of an organization in a competitive advantage. A strong foundation for an organization to improve performance is the main one of which comes from the quality of Employment Performance. Basically Human Resources (HR) refers to people in the organization. Without effective people, it seems impossible for the organization to achieve its objectives. Human resources to make the resources with other organizations to run optimally. Quality employees working in an organization can be influenced by the cultures that are in the organization. Organizational culture is a reflection of the behavior of the employees from the application of values prevailing in the organization. Quality performance can likewise sourced from spiritual intelligence and leadership qualities of being a model of supervision that worked by employees. In this study, used the organizational culture Culture and Leadership Tri Hita Karana Astra Brata as variables tested to determine its effect on Employment Performance through Cultural Tri Hita Karana in Badung Regency Village Credit Institutions of Bali. Results showed that that the Spiritual Intelligence and Astra Brata Leadership have an influence on the culture of Tri Hita Karana, but the The Culture of Tri Hita Karana can not be mediating the effect of Spiritual Intelligence and Astra Brata Leadership. Astra Brata proven leadership directly affects the performance displayed by employees at Village Credit Institutions of Bali Badung regency. Total R2 value of 88.4% indicates that the diversity of data that can be explained by the model is equal to 88.4%. While the remaining 11.6% is explained by other variables (which is not contained in the model) and error
Directing/Direction is a function of management performed by top level management in order to achieve organizational goals. It is very important and necessary function of management.Management has to undertake various activities like, guide people, inspired and lead them as well as supervision of their activity is required in order to achieve desired results
Organizational behavior (OB) provides a framework to understand life within organizations. OB uses scientific research to help understand and predict organizational dynamics and influences organizational events. It helps individuals understand themselves and others better. OB is important as it helps managers motivate employees, improve labor relations, predict and control human behavior, and effectively utilize resources which leads to higher organizational effectiveness and performance. Understanding OB plays a vital role for managers in assessing and improving an organization.
This document summarizes a research paper that investigates the relationship between human resource management (HRM) practices and the performance of 101 foreign-owned subsidiaries in Russia. The study finds support for the idea that investments in HRM practices can help firms perform better. It also finds that different HRM practices for managers versus non-managers are related to firm performance. However, the study finds only limited support for the idea that aligning HRM practices with firm strategy improves performance. The study aims to contribute to understanding how HRM impacts subsidiary performance in transition economies like Russia.
Directing is a function of management that refers to the process of motivation, communication, and leadership within an organization. It deals with the relationship between managers and non-managers. Managers must understand employee motives and maintain interpersonal relationships to satisfy employees and achieve organizational objectives. The key elements of directing are motivation, leadership, and communication. Motivation theories include Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's theory X and Y, expectancy theory, goal setting theory, equity theory, and reinforcement theory. Leadership styles are based on traits, behaviors, and situational approaches. Effective communication is important for understanding roles, coordination, motivation, and performance.
This document provides an overview of topics that will be covered in a unit on directing, including foundations of individual and group behavior, motivation, motivation theories, job satisfaction, leadership, communication, and behavioral models of human factors in managing. It discusses McGregor's Theory X and Y, which present differing assumptions about human motivation, and Raymond Miles' Dual Model Theory about integrating organizational and human variables for effective management.
Organizational behavior draws from various fields like psychology, sociology, political science, economics, anthropology to understand human behavior in organizational settings. It focuses on understanding the impact of individuals, groups, and organizational structure on employee behavior. The goal is to apply this knowledge to improve organizational effectiveness and productivity.
The document discusses two leaders from different KPO companies - Pecon Software and Sun Knowledge.
The Pecon leader follows a democratic leadership style, taking advice from team members on all work matters. As a HR KPO, participation and group decision-making are emphasized.
The Sun Knowledge leader uses both democratic and autocratic styles, taking advice when unable to decide but also making independent decisions. As a healthcare KPO, some directives and independent decisions are still needed.
Both leaders avoid laissez-faire styles and delegate work, but maintain ultimate control over their teams. Their approaches differ based on the nature of their respective KPO industries.
The slide provides an insight towards management activities like directing, leadership, communication, coordination and controlling. The slide also illustrates the scheduling of activities in a network and computation of critical path.
Leadership Behavior and Compensation on Employee Satisfaction and Performancetheijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
Leadership styles and its effectiveness on employees' job commitmentAlexander Decker
- The document discusses a study that examined the relationship between leadership styles (transactional, transformational, and laissez-faire) and employee commitment in a Nigerian organization.
- The study found that transformational leadership was the most common style used by managers and that there was a significant relationship between leadership styles and employee job commitment.
- Transactional and transformational leadership styles can impact employee performance and commitment, with transformational leadership tending to foster more development and commitment among employees.
This study examined the impact of leadership style on organizational performance in selected Nigerian banks. Sixty bank employees completed a survey assessing their managers' leadership styles and organizational performance. Results showed that transformational, autocratic, and democratic leadership styles positively correlated with organizational performance, while charismatic, transactional, and bureaucratic styles negatively correlated. The study concluded that transformational and democratic leadership should be employed by banks to improve performance in a competitive environment.
This document discusses challenges for emerging leaders, including balancing execution with engagement, strategy with operations, leadership with management, and work with personal life. It also discusses balancing being a leader versus a friend, decisiveness with involvement, and teamwork with developing individuals. The document also briefly outlines Paul Hersey and Kenneth Blanchard's situational leadership theory, which proposes that the type of leadership utilized depends on followers' readiness levels. The constructivist approach to leadership studies suggests that accounts of leadership result from the interaction between the examined leader and researcher in a shared context.
Leadership Styles of Managers and Employee’s Job Performance in a Banking Sectoriosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
The process of directing involves guiding, coaching, instructing, motivating, leading the people in an organization to achieve organizational objectives. All these examples and many other activities related to directing may broadly be grouped into four categories which are the elements of directing.
These are:
(i) Supervision
(ii) Motivation
(iii) Leadership
(iv) Communication
The document discusses concepts related to directing, motivating, and supervising employees in an organization. It defines directing as the process by which managers instruct and monitor employee performance to achieve goals. Motivation refers to an individual's willingness to meet organizational requirements in the short term. Leadership is defined as guiding employees' actions towards organized efforts and objectives. Supervision involves immediate guidance and control of subordinates as they perform tasks.
Principles of Management MG6851 (Karthikeyan.I, AP, Mech, SRIT)Karthikeyan I
The document discusses different types of organizational structures. It describes functional, divisional, matrix, flat and pre-bureaucratic structures. For each structure, it provides details on how tasks and teams are organized, including advantages and disadvantages of each structure type. It also discusses principles of organization charts and their importance in defining relationships and responsibilities within an organization.
Directing involves leadership, communication, coordination and controlling functions of management. Directing includes supervision, motivation and leadership to accomplish work through subordinates. Communication is key to transferring information between people. Leadership styles include autocratic, democratic and laissez-faire. Motivation theories include Maslow's hierarchy of needs, Herzberg's two-factor theory and Vroom's expectancy theory. Controlling involves setting standards, measuring performance, comparing to standards, and taking corrective actions. Budgetary control and standard costing are traditional control techniques.
Analysing The Role Of Leadership and Management Style on the Performance of E...www.assignmentdesk.co.uk
It is rightly said that different types of leadership and management cause huge impact upon the performance of employees. Read this sample report to analyse the theoretical aspect of motivation and leadership for the business unit and how it will affect the performance level of employees.
Principles of Management MG6851 (Karthikeyan.I, AP, Mech, SRIT)Karthikeyan I
This document discusses directing as a management function. It defines directing as providing guidance to workers to encourage effective and efficient work. Directing is considered the central function of management and is required at all levels. It initiates action and helps integrate employee efforts. Managers use tools like leadership, communication, supervision and motivation to provide direction. Providing clear direction helps ensure goals are met, efforts are coordinated, changes are adapted to, and resources are utilized efficiently. Effective direction provides benefits like initiating actions, integrating employee efforts, providing motivation, and bringing stability to an organization.
Effect of Spiritual Intelligence and Asta Brata Leadership to the Culture of ...IOSR Journals
Human resources (HR) that talented employees are the foundation of an organization in a competitive advantage. A strong foundation for an organization to improve performance is the main one of which comes from the quality of Employment Performance. Basically Human Resources (HR) refers to people in the organization. Without effective people, it seems impossible for the organization to achieve its objectives. Human resources to make the resources with other organizations to run optimally. Quality employees working in an organization can be influenced by the cultures that are in the organization. Organizational culture is a reflection of the behavior of the employees from the application of values prevailing in the organization. Quality performance can likewise sourced from spiritual intelligence and leadership qualities of being a model of supervision that worked by employees. In this study, used the organizational culture Culture and Leadership Tri Hita Karana Astra Brata as variables tested to determine its effect on Employment Performance through Cultural Tri Hita Karana in Badung Regency Village Credit Institutions of Bali. Results showed that that the Spiritual Intelligence and Astra Brata Leadership have an influence on the culture of Tri Hita Karana, but the The Culture of Tri Hita Karana can not be mediating the effect of Spiritual Intelligence and Astra Brata Leadership. Astra Brata proven leadership directly affects the performance displayed by employees at Village Credit Institutions of Bali Badung regency. Total R2 value of 88.4% indicates that the diversity of data that can be explained by the model is equal to 88.4%. While the remaining 11.6% is explained by other variables (which is not contained in the model) and error
Directing/Direction is a function of management performed by top level management in order to achieve organizational goals. It is very important and necessary function of management.Management has to undertake various activities like, guide people, inspired and lead them as well as supervision of their activity is required in order to achieve desired results
Organizational behavior (OB) provides a framework to understand life within organizations. OB uses scientific research to help understand and predict organizational dynamics and influences organizational events. It helps individuals understand themselves and others better. OB is important as it helps managers motivate employees, improve labor relations, predict and control human behavior, and effectively utilize resources which leads to higher organizational effectiveness and performance. Understanding OB plays a vital role for managers in assessing and improving an organization.
This document summarizes a research paper that investigates the relationship between human resource management (HRM) practices and the performance of 101 foreign-owned subsidiaries in Russia. The study finds support for the idea that investments in HRM practices can help firms perform better. It also finds that different HRM practices for managers versus non-managers are related to firm performance. However, the study finds only limited support for the idea that aligning HRM practices with firm strategy improves performance. The study aims to contribute to understanding how HRM impacts subsidiary performance in transition economies like Russia.
Directing is a function of management that refers to the process of motivation, communication, and leadership within an organization. It deals with the relationship between managers and non-managers. Managers must understand employee motives and maintain interpersonal relationships to satisfy employees and achieve organizational objectives. The key elements of directing are motivation, leadership, and communication. Motivation theories include Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's theory X and Y, expectancy theory, goal setting theory, equity theory, and reinforcement theory. Leadership styles are based on traits, behaviors, and situational approaches. Effective communication is important for understanding roles, coordination, motivation, and performance.
This document provides an overview of topics that will be covered in a unit on directing, including foundations of individual and group behavior, motivation, motivation theories, job satisfaction, leadership, communication, and behavioral models of human factors in managing. It discusses McGregor's Theory X and Y, which present differing assumptions about human motivation, and Raymond Miles' Dual Model Theory about integrating organizational and human variables for effective management.
Organizational behavior draws from various fields like psychology, sociology, political science, economics, anthropology to understand human behavior in organizational settings. It focuses on understanding the impact of individuals, groups, and organizational structure on employee behavior. The goal is to apply this knowledge to improve organizational effectiveness and productivity.
The document discusses two leaders from different KPO companies - Pecon Software and Sun Knowledge.
The Pecon leader follows a democratic leadership style, taking advice from team members on all work matters. As a HR KPO, participation and group decision-making are emphasized.
The Sun Knowledge leader uses both democratic and autocratic styles, taking advice when unable to decide but also making independent decisions. As a healthcare KPO, some directives and independent decisions are still needed.
Both leaders avoid laissez-faire styles and delegate work, but maintain ultimate control over their teams. Their approaches differ based on the nature of their respective KPO industries.
The slide provides an insight towards management activities like directing, leadership, communication, coordination and controlling. The slide also illustrates the scheduling of activities in a network and computation of critical path.
Leadership Behavior and Compensation on Employee Satisfaction and Performancetheijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
Leadership styles and its effectiveness on employees' job commitmentAlexander Decker
- The document discusses a study that examined the relationship between leadership styles (transactional, transformational, and laissez-faire) and employee commitment in a Nigerian organization.
- The study found that transformational leadership was the most common style used by managers and that there was a significant relationship between leadership styles and employee job commitment.
- Transactional and transformational leadership styles can impact employee performance and commitment, with transformational leadership tending to foster more development and commitment among employees.
Transformational Leadership And Transformational LeadersCourtney Davis
Transformational leadership influences adoption of innovation. This study explores how transformational leadership impacts the diffusion and adoption of innovation by conducting a review of relevant literature. Transformational leadership was defined by Burns as a leadership style that raises the motivation and morality of both the leader and followers. The study methodology, including the process for selecting and analyzing articles, is discussed. Key findings from the analysis are briefly overviewed.
ABSTRACT: Meetings, Incentives, Conferences, Exhibition (MICE) are considered that they are not able to give the best performance yet, where the tends to upset the society. Furthermore, the perpetrators of several cases cannot be revealed yet. This study are to measure and analyze the extent to which the MICE organizations performance are influenced by leadership style, organizational culture, and job satisfaction. Study used a quantitative approach with path analysis as its method where 166 MICE CEO were used as its samples. The research findings show that Leadership style significantly affected towards the job satisfaction, but insignificantly affected the organizational performance. Organizational culture significantly affected job satisfaction, but insignificantly affected the organizational performance. Job satisfaction worked as a mediator of the effect between the relationships of leadership styleon organizational performance, and between the relationships of organization cultur to organizational performance.
Effect of Leadership Styles, Organizational Culture, and Employees Developme...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Running head LEADERSHIP DEVELOPMENT PLANLEADERSHIP DEVELOPMENT .docxwlynn1
Running head: LEADERSHIP DEVELOPMENT PLAN
LEADERSHIP DEVELOPMENT PLAN
LEADERSHIP DEVELOPMENT PLAN
Institution
Name
Abstract
Leadership in different aspects contributes significantly to the success of the organization; there exist different theories and approaches to leadership that explains the separate application of leadership in various aspects. Leadership development entails the formulation of strategies to be followed to attain effectiveness and efficiency in leadership. Leadership skills, on the other hand, entails the application of various attributes to help in attaining the desired outcome. It is, therefore, the core objective of this work to explore the leadership development, theories in management as well as different approaches to leadership and how they affect the success of leadership. The work also evaluates the benefits of transformational and transactional leadership in the quest to attain organizational goals as well as the change in leadership and how it is attained.
Introduction
The success of an entity has a lot to do with the effectiveness of the leadership employed there as it plays an integral part in combining of different efforts and skills in an organization to drives it to attaining the organizational goals. Leadership is defined as an activity through which a person motivates and encourage an organization as well as its employees to attaining organizational goals. Just like art, leadership is manifested among different leaders in different ways as there exist various ways through which leadership is expressed. The success of a leader is highly determined by the ability to apply the right leadership style or refine of one’s leadership skills that which helps to perfect the art. A leader has, however, a duty to adopt the best leadership style that fits an institution to enhance the success rate of the leadership employed in an organization.
The role of a leader in an organization is an elaborate task that includes motivating or merely leading the way for the employees towards a given way that the leader seems it fit for the attainment of the organizational goals. A leader is hence required to have a scheme on how to enhance his or her leadership skills in the organization to ensure that the leadership style employed conforms to the organizational needs or remains the most appropriate style for the organization. As a leader, a person is anticipated to make rational decisions as the decision made can affect an entity either positively or negatively (Adair & Adair, 1983). There is a lot to do with leadership, and it is not just about showing the employees on the way to go but also entails motivating them on why a given way is the best for them and for the organization in respect to attaining organizational and personal goals.
Leadership skills
Leadership skills referrers to the qualities expressed by a leader in leading the organization to attain given goals, these skills include motivati.
The Effect of Transformational Leadership, Organizational Commitment and Empo...inventionjournals
The aim of this conducted study is to analyze the effect of transformational leadership, organizational commitment, empowerment of organizational citizenship behavior and managerial performance at PT. Cobra Direct Sale Indonesia. Analyzing the effect of organizational citizenship behavior on managerial performance at PT. Cobra Direct Sale Indonesia and analyze the influence of transformational leadership, organizational commitment, empowerment of managerial performance through organizational citizenship behavior at PT. Cobra Direct Sale Indonesia. The population in this research is manager of PT. Cobra Direct Sale Indonesia spread over 24 provinces which consist of 150 people. Sampling method used in this study using census. The analysis method used is descriptive analysis and Structural Equation Modeling (SEM). The result of research shows that transformational leadership, organizational commitment and empowerment give influence to organizational citizenship behavior and managerial performance of PT. Cobra Direct Sale Indonesia. Organizational citizenship behavior gives influence to managerial performance of PT. Cobra Direct Sale Indonesia. Transformational leadership, organizational commitment, empowerment gives effect to managerial performance through organizational citizenship behavior of PT. Cobra Direct Sale Indonesia
Leadership And Competence of Some Private Bank Instructor In Jakartainventionjournals
1. The study investigated the effects of leadership and competence on the work motivation of private bank instructors in Jakarta.
2. It found that leadership, competence, and the combination of leadership and competence all had a positive and significant influence on work motivation. Specifically, the dimensions of human relationships in leadership and personality in competence were the most dominant factors.
3. The model showed that leadership and competence jointly explained 10.2% of the variation in work motivation, while other unspecified variables explained the remaining 89.8%.
Role of Emotional Intelligence in Leadership Effectiveness in Service Sectorijtsrd
Leadership is always being an area to probe since ages. Leadership perspectives are found different continuously not only with ages but also with different category and type of organizations, leaderships has been a study with humungous dynamism. The way environment and organizations are changing, the challenges of leadership have also changed and new perspectives have taken place in industry related to leadership concept. This study is focused on understanding the influence through emotional intelligence on leadership effectiveness in today’s time. The paper helps in understanding the role of emotional intelligence on leadership effectiveness. The study is conducted in service organization of Pune and Mumbai. Only banks, education, retail and IT service leaders are considered for collection of data. The data is analysed by using correlation and regression analysis. The study found that emotional intelligence is highly correlated with leadership effectiveness and it is essential for any organization of service sector to have leaders with emotional intelligenece for effective performance of organization. Swati John "Role of Emotional Intelligence in Leadership Effectiveness in Service Sector" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30573.pdf Paper Url :https://www.ijtsrd.com/management/other/30573/role-of-emotional-intelligence-in-leadership-effectiveness-in-service-sector/swati-john
Leadership Effectiveness of Islamic Education Management Department at Educat...inventionjournals
The purpose of this study was to reveal: (1) The direct effect of confidence level toward work discipline, (2) The direct effect of the task structure toward work discipline, (3) The direct effect of the level of confidence toward effectiveness of the leadership, (4) The direct effect of the task structure toward effectiveness of leadership, (5) the direct effect of labor discipline toward effectiveness of the leadership of the Islamic Education Management Department at Faculty of Education of the State Islamic University of North Sumatra. This research method used correlated path models. The study population was faculty and students with the number of 148 people. Sampling using Krecji table, with this technique resulted in a sample 108 people. The instrument used to collect data was questionnaire Likert scale models. The analysis technique used is path analysis. The findings of this study indicate: (1) The confidence level affect the work Discipline of 16.9%, (2) Structural work tasks affect the Discipline of 18.7%, (3) The level of trust directly affects the effectiveness of the leadership of 19,4% , (4). The task structure directly affects the effectiveness of the leadership of 19.5% and (5) Work Discipline directly influence the effectiveness of the leadership of the Department of 22.1%.
The document provides an overview of a seminar on leadership. It discusses different concepts of leadership including definitions, theories of leadership styles such as transactional vs transformational, and skills needed for effective leadership. Transactional leadership focuses on day-to-day management while transformational leadership inspires followers and enables change. Several leadership theories are examined, including trait, behavioral, situational, and various management theories. Characteristics of effective leadership are also outlined.
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study aimed to investigate the relationship between leadership style and followers' performance in bottle water companies in Port Harcourt, Nigeria. It identified democratic, autocratic, participative, and transactional leadership styles as the independent variables, and followers' performance as the dependent variable.
A questionnaire was distributed to 100 employees across several bottle water companies, with a response rate of 90%. The results found that democratic leadership had a mean range of 3.04-3.34 and was agreed to have a high impact on followers' performance. Autocratic leadership obtained a mean range of 3.20-3.50 and was also agreed to highly impact performance. Overall, the study concluded that leadership styles positively impact followers, but each style
A study on the relationship between leadership styles and leadership effectiv...Alexander Decker
This document summarizes a study on the relationship between leadership styles and leadership effectiveness in Malaysian government-linked companies (GLCs). It provides background on GLCs and leadership effectiveness. Leadership styles examined include transformational, transactional, and passive/avoidant styles. A survey was conducted of 325 leaders in GLCs using the Multifactor Leadership Questionnaire to assess relationships between styles and effectiveness. Results found transactional leadership was the most demonstrated style. Transformational and transactional styles positively correlated with effectiveness measures, while passive/avoidant styles negatively correlated or had low correlation.
A STUDY ON LEADERSHIP BEHAVIOR AND JOB SATISFACTION AMONG HOSPITAL EMPLOYEES ...IAEME Publication
The purpose of the study is to investigate the leadership behaviors and job satisfaction within employees in order to advance the understanding of these concepts as well as to comprehend the relationships among them. The study will gain better understanding of the predictability of job satisfaction based on leadership behavior the study will examine the causal relationships that exist between leadership behavior and job satisfaction in order to determine what direct or indirect impact each of them. The study collected data from employees working in hospitals. The sample size for the study is 120 by adopting purposive sampling technique.
Running Head LEADERSHIP APPROACHES1Leadership App.docxcowinhelen
Running Head: LEADERSHIP APPROACHES
1
Leadership Approaches
Name:
Institution
Date:
Literature Review
Organizational leadership in the contemporary environment is increasingly becoming a vital tool in defining the competitiveness of an organization due to the role it plays in motivating employees and determining critical decisions. Accordingly, diverse empirical studies have been conducted in the field of leadership in an attempt to determine the optimal leadership approach that should be adopted by organizations. The diverse leadership approaches that have been learned in the past include transformational leaders, transactional leadership, trait leadership, and situational leadership. The transformational leadership implies a leadership approach in which the leader works the juniors in the identification of the changes that are needed, defining the vision to guide the change execution and embracement, and in the execution of the change (Hill & Jones, 2014). In contrast, the transactional leadership implies that leaders should reward or punish employees in return for their efforts and deterrence against undue behaviors in the organization. The trait leadership approach indicates that leaders are defined by personal characteristics that are integrated (Hill & Jones, 2014). Thus, diverse individual differences help in selecting and fostering an effective leader. In contrast, the situational leadership approach indicates that effective leaders are defined by the situation of the leadership needed in a diverse environment. Thus, the approach implies that leaders should be capable of adjusting their leadership style to ensure they are capable of leading certain followers (Hill & Jones, 2014).
This literature review explores on various journal articles that have focused on the leadership approaches in different setups. One of the critical journal articles that have investigated the role of leadership approach is by Den, Deanne, and Belshack (2012). The article investigates when the transformational leadership leads to proactive behavior of the employee. Equally, the study explores the role of self-efficacy and autonomy in influencing employee personal initiative (Den, Deanne, & Belschak, 2012). The study was conducted using two-multisource researchers to evaluate the interaction between the contextual and personal variables towards the proactive behavior of employees. Consequently, the three authors of their study found that transformational leadership, employee independence, and breadth of the service-efficacy have a positive impact in stimulating proactive behavior among the employees (Den, Deanne, & Belschak, 2012). Furthermore, the study found the positive interaction between the personal and contextual variables in determining the proactive behavior of the employees. The findings of the study indicate that transformational leadership and high employee autonomy relate positively in enhancing the proactive behavior of the workers in i ...
Transformational leadership is defined as implementing new ideas through flexible influence that continually improves followers. Transformational leaders role model values to help followers visualize the future vision, understand their abilities, and influence followers through idealized influence and inspirational motivation. They understand followers individually to communicate the vision, involve followers in planning, and provide ongoing inspiration to achieve goals. Transformational leadership fosters creativity, job satisfaction, and an environment for the organization to succeed.
The performance of education office organizations was influenced by the
behavior of its employees. This study aimed to determine the direct and
indirect influence of organizational culture, leadership style, personality, and
organizational justice towards the job performance of the employee
education office in Jakarta. Research samples were 221 employees of the
Jakarta Education Office. Data collection using questioner with the Likert
scale, The results of the research there was a direct influence of leadership
style towards organizational justice; Organizational culture on organizational
justice; Personality towards organizational justice; Leadership style on job
performance; Organizational culture towards job performance; Personality
towards job performance, then organizational justice towards job
performance, and personality through organizational justice towards job
performance. It was concluded that the level of job performance was
influenced by variations in leadership style, organizational culture,
personality, and organizational justice.
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International Journal of Business and Management Invention (IJBMI)
1. International Journal of Business and Management Invention
ISSN (Online): 2319 – 8028, ISSN (Print): 2319 – 801X
www.ijbmi.org Volume 2 Issue 12ǁ December. 2013ǁ PP.50-58
Effect of Transformational Leadership and Transactional
Leadership on Employee Performance of Konawe Education
Department at Southeast Sulawesi Province*)
By Sundi K
This study was conducted in 2013 (Mai - November 2013)
Associate Professor In FKIP-UHO, IPS, Study Program of PKN
ABSTRACT : This study aim is to assess, to analyze and demonstrating empirically effects of
Transformational and Transactional Leadership on Employee Performance of Konawe Education Department
at Southeast Sulawesi Province. This study is an explanatory approach using associative primary data from
questionnaires. Sample size was determined by Slovin formula. Number of samples is 126 respondents from 185
Konawe Bureau staff. Analysis technique used is descriptive statistical analysis using path analysis tool.
This study examined four variables namely transformational leadership (X1) and transactional leadership (X2)
as independent variables, work motivation (Y1) as an intervening variable, and employee’s performance (Y2) as
dependent variable. These four variables were tested by partial/direct effect and simultaneous effect between
variables. Partial test results are follows (a) effect of transformational leadership on performance is 0.646. (b)
Effect of transactional leadership on performance is 0.173, (c) effect of work motivation on performance is
0.698. Simultaneous test result are follows: (a) effect of transformational and transactional leadership on work
motivation is equal to 0.484 and (b) effect of transformational leadership, transactional and work motivation on
performance value of 0.628. With the results of this test indicate that either partial or simultaneous test the
variables have positive and significant effect.
KEYWORDS: Transformational Leadership, Transactional Leadership, Work Motivation, Employee
Performance
I.
INTRODUCTION
Leadership is a very important factor in an organization because most of success and failure of an
organization is determined by leadership. As proposed by James M. Black on Management: A Guide to
Executive Command (Marno et.al, 2008:187), "Leadership is ability to convince and mobilize others to work
together as a team under his leadership to achieve a certain goal. While Indrafachrudi (2006:2) stated
"Leadership is an activity to guide a group in such a way in order to reach goal". Leadership emphasizes a
change in most comprehensive and deals with leadership in 21st century namely transformational and
transactional leadership. Transformational leadership seeks to transform of visionary become collective vision
where subordinates work to realize the vision into reality. In other words, transformational process can be seen
through a number of transformational leadership behaviors as: attributed charisma, idealized influence,
inspirational motivation, intellectual stimulation, and individualized consideration (Bass and Avolio, 2003).
Transactional leadership is a leadership style that emphasizes to transactions between leaders and subordinates.
Bass and Avolio (2003) suggest that characteristics of transactional leadership consist of two aspects, namely
contingent reward and exception management. Contingent reward is leaders make agreement about what must
subordinate do and promising reward obtained when goal is achieved. While exception management is leader
monitor deviations from established standards and take corrective action. Leader with transformational
leadership style always gives work motivation with an emphasis on social relationships to employees to achieve
good performance. Rival (2004) says that leader always involve employees in decision making, putting
subordinates as partners as well as promoting a sense of social that will foster a positive attitude of subordinates.
Subordinates/employees under transformational leadership really want to do superiors desires. Subordinates will
not reject or ignore the wishes of leader, so this leadership makes lower work absenteeism. Yukl (2007) states
that application of transformational leadership style can improve performance because transformational
leadership wants to develop knowledge and employees potential. Leader with transformational leadership
provides opportunity and confidence to his subordinates to carry out duties in accordance with his mindset to
achieve organizational goals. Similarly, transactional leadership style is one leadership style that emphasizes on
transaction between leaders and subordinates. Transactional leadership motivates and influencing subordinates
by exchanging reward with a particular performance.
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2. Effect Of Transformational Leadership And Transactional…
In a transaction the subordinate promised to be given rewards when subordinates able to complete their
duties in accordance with agreements. In other words, he encourages subordinates to work. Konawe Education
Department is one agency with 185 personnel. It consist of 66 staff/employees, 13 kindergarten supervisors, 63
elementary school supervisor, 28 junior high supervisors, 13 high school superintendent and 2 superintendent
SMK. Initial observation of leadership style, job motivation and employees performance at Kendari District
Education Office show that leadership style of head unit is very motivated, enthusiastic and self belief to grow
subordinates in carrying out task and involving subordinates in problem solving, as well as emphasizing the
importance to maintain moral values and work. In another unit, head unit embraces subordinates only if he
needs information or has a personal interest. There is also a relationship in a limited two-way communication
between superiors and subordinates, but only for special interests to consult to superiors. However, there are
also several work units that implementing only unidirectional communication from top to down and requires the
tasks completion regardless of work support facilities. The above phenomenon is result of leader behavior.
Basically every leader has a different behavior in leading his followers. It is called leadership style. Leadership
style is consistent with leadership paradigm. Twenty first century involves transformational and transactional
leadership’s style. It no longer based on nature, behavior and certain situations but it based on leader ability
emphasize a change comprehensively with regard to leadership in a century 21 (Bass, 2005). Leadership style
application is determined by leaders themselves. IF leadership style applied is good and can give a good
direction to subordinates, then it create confidence and work motivation to employees, thus increasing employee
morale which also affects on better employee performance.
Motivation is something essential in transformational and transactional leadership, because lead is
motivating, leaders must work together with subordinates/employees to achieve better performance. Similarly,
employee performance is very influenced by leadership style. Transformational and transactional leadership
affect on performance employee. Haryadi (2003) says that transformational leadership and transactional
leadership has a positive effect on performance. This leader able to motivate subordinates/employees.
Employees who have a high work motivation usually have a peak performance. Suharto and Cahyono (2005)
and Judge (2006) say that motivation is one factor that affects performance, where motivation is a condition that
moves someone to achieve a goal or achieve desired results. In this connection, Rival (2004) says stronger work
motivation will provide a significant improvement to increase employee’s performance in carrying out their
work. Starting from effect of transformational and transactional leadership on work motivation and employee’s
performance, this research is intended to test and analyze empirically effect of transformational leadership and
transactional leadership on job motivation and employees performance. Study subjects were civil servants on
Department of Education Konawe. Therefore, this research will be done with title: Effects of Transformational
and Transactional Leadership on Employee Performance of Konawe Education Department at Southeast
Sulawesi.
Based on explanation above the problem of this study are follows:
1. Is transformational leadership affect on employee performance of Konawe Education Department?
2. Is transactional leadership affects on employee performance of Konawe Education Department?
3. Is work motivation affect on employee performance of Konawe Education Department?
4. Is transformational leadership and transactional leadership simultaneously affect on employee motivation of
Konawe Education Department?
5. Is transformational leadership and transactional leadership and work motivation simultaneously affect on
employee performance of Konawe Education Department?
II.
REVIEW LITERATURE
2.1 Effect of Transformational Leadership on Performance
Theory the effect of transformational leadership on performance is proposed by Butler (1999) that a
transformational leader encourages subordinates to have vision, mission and organization goals, encouraging
and motivating to show maximum performance, stimulates subordinates to act critically and to solve problems
in new ways and treat employees individually. As a consequence subordinates will reciprocate by showing
maximum work. It is similar with Haryadi et.al. (2003) study conclusion that there is a significant relationship
between transformational leadership on employee performance. This study results demonstrate that supervisor
also more likely to adopt transformational leadership approach, because leader provides good motivation and
good example. Similarly, Suharto (2005) suggests that more frequent transformational leadership behaviors
implemented will bring significant positive effect to improve psychological empowerment quality of
subordinates. Transformational leader that gives attention to individual will capable to direct vision and mission
of organization, providing motivational support, and creating new ways to work effectively. It proved
instrumental to subordinate psychological empowerment. Suharto (2005) revealed that transformational
leadership styles such as charisma, idealistic influence, inspirational motivation, intellectual
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3. Effect Of Transformational Leadership And Transactional…
stimulation and individual consideration have a significant effect on employee performance, because
by time is sometimes affected by transformational leadership style. Similarly, Koh et al. (1995) showed that
there was significant relationship between transformational and transactional leadership with performance
2.2. Transactional Leadership affect on performance
Transactional leadership affect on employee performance. This is consistent with Burns in Bass (2005)
that exchange relationship in transactional leadership, where subordinate are expected to offer a performance to
leader, in this case the form of transaction, employer offers an abstract reward (trust, commitment and respect),
and real rewards. It can be interpreted as fee or remuneration. Transaction process between leaders and
subordinates directed to produce a satisfactory performance. It consistent with theory of Bass and Avolio (2003)
which says that transactional leadership style affect on employee performance. Transactional leadership styles
can affect positively or negatively on performance. It depends on employee assessment. Positive effect can
occur when employees assess transactional leadership positively and a negative effect can occur if employee
considers that transactional leadership styles can not be trusted because they do not keep their promises,
dishonest or not transparent. Study effect of transactional leadership on performance is conducted by Haryadi
(2003), Andarika (2004), and Ahn et.al (2005) which explains that transactional leadership style has positive
and significant effect on employee performance.
2.3 Effect of Motivation on Performance
Theories related to effect of motivation on performance is expectancy theory of Victor H.Vroom
(Luthans, 2006: 286) who explains that employee will be motivated to strive well believe that if the good work
will bring good judgment as well their performance, where it will be followed by an award from organization,
both materially as a bonus, raise, or promotion, or immaterially as praise and recognition. Furthermore, this
award will satisfy the individual goals of employees as expected.This consistent with theory of Mc. Clelland
that known as Mc. Clelland's Achievement Motivation Theory (Sihotang, 2007:251) that a person work is
motivated by motives, expectancy, incentive. Therefore, motivation has positive and significant effect on
performance. Similarly, Rival (2004) showed that stronger motivation makes higher employee performance.
This means that employee motivation increase will provide a significant improvement to increase employee’s
performance in carrying out their work. Thus, motivation affect positively on performance. It consistent with
Mangkunagara (2005: 69) that performance is a function of motivation and ability to complete a job someone
with concern to education, skills, and experience in their respective field of work.
2.4. Effect of Transformational Leadership and Transactional leadership on Employees work motivation
Grand theory of transformational leadership from Bass (2005) stated that transformational leadership
style is a leadership model that aims to encourage extra effort of followers to achieve the expected performance.
Transformational leadership is leaders motivate subordinates to do something and achieve a certain performance
more than what was originally expected. It also consistent with Conger (1991) which asserts that
transformational leadership is able to transform ordinary people to do extraordinary things; legitimacy of
personal power involves a special relationship between them based on trust, respect, and recognition of
competence. Therefore, in addition to have role as visionary, motivator, coach, and mentor, transformational
leadership also become wise man and authoritative. Similarly, Keller (2003) says that transformational
leadership is a process to increase leader and employee motivational to improve employee awareness by
encouraging idealism, moral values, liberation, justice, peace, balance, and not based on emotional , fear, and
jealous. This is consistent with opinion of Bass and Avolio (2003) that a leader has ability to change work
environment, work motivation, and work patterns, and work values perceived subordinates so that they are
better able to optimize performance with organizational goals. It means a process of transformational leadership
occurs when relationship leader with subordinates build awareness of work value importance, expanding and
increasing the need beyond personal interest and to encourage changes towards a common interest, including
organization interests. It also consistent with Burns (in Wahjosumidjo, 2006: 27) that model of transformational
leadership emphasizes leader to motivate subordinates to perform their responsibilities, more than they expect.
Transformational leader must be able to define, communicate and articulate organization's vision, and
subordinates must accept and acknowledge the leaders credibility.
Transactional leadership effects on work motivation is defined as a model of leadership that guide or
motivate subordinates towards goals set by clarifying role and task demands. Transactional leadership is
described by Burns (1978) as motivating followers, primarily through changes based on contingent reward.
Principally, transactional leadership is an attempt to motivate subordinates by exchanging benefits to work with
subordinates, and indicate that transactional leaders emphasize to exchange and short-term economic value.
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4. Effect Of Transformational Leadership And Transactional…
This is consistent with opinion of Thomas (2003) who said that transactional leadership styles affect on
motivation, because transactional leadership style motivate subordinates by stimulating their own interest.
Leadership behavior is focused on task outcome and good workers relationship in exchange for desirable
rewards. Transactional leadership style encourages leaders to adjust their behavior and to understand
subordinates expectations.
2.5. Effect of Transformational Leadership and Transactional Leadership and Work motivation on
Employee Performance.
Transformational leadership style, transactional leadership style and work motivation directly affects
on employee performance. This consistent with Bass theory (Yukl, 1998) that transformational leadership is a
leadership style that can arouse or motivate employees, so they can thrive and achieve at a high level of
performance, more than what they thought before. Similarly, David (2002) says that one of key factors that
affecting employee performance is work motivation. Employees with high work motivation and
transformational leadership style affect to improve employee performance. Therefore, work motivation
positively and significantly may mediate the relationship between transformational leadership styles on
employee performance. On other hand, basically transactional leaders emphasize that a leader needs to
determine what needs to be done by subordinates to achieve organizational goals. In addition, transactional
leaders tend to focus on completion of organizational tasks. To motivate subordinates carry out their
responsibilities, transactional leaders rely heavily on a rewards system and punishment to his subordinates.
Reward and punishment is a motivation to subordinates. Motivation is as a result of encouragement to fulfill
needs (Luthans, 2006:270).Employee performance is influenced by motivation or vice versa. Performance is
result of work accomplished during a given period that requires ability through effort, skill and motivation
fulfillment through a leadership style from leader. This is in line with opinion of Robbins (2008: 218) who says
that employee's performance is a function of interaction between ability and motivation, if not adequate,
performance will be negatively affected. Intelligence and skills also should be considered in addition to
motivational abilities. In terms of employee performance, Bernardin and Rusel (Ruky, 2004:340) suggests five
primary criteria that can be used to measure performance, namely: 1. Work quality, 2. Work quantity, 3.
Timeliness, 4. Work independence and 5. Individual relationships
III.
METHODS
This study uses associative explanative research to determine relationship between two or more
variables to research causal relationship between variables. This research location is Education Konawe
Department at Southeast Sulawesi Province.These study populations were all civil servants in Konawe District
Education Office with totaling 185 people. It scattered on secretariat, fields, and Functional. Number of samples
in this study was determined using Slovin formula (Uma Sekaran, 2006) with a precision level of 5%.
Therefore, number of population in this study was 126 civil servants which are spread over a number of work
units within Konawe education Department. Number of samples in each of work units is calculated
proportionally
This study variables is grouped into 3 (three) variables
a. Independent variable), namely:
1.
Transformational leadership (X1) variable, with indicator: Attributed charisma, idealized influence,
inspirational motivation, intellectual stimulation, and individualized consideration, that adapted from
theory of Bass and Avolio (2003)
2.
Transactional leadership) (X2) variable, with indicator: contingent reward, management by active
exception and management by passive exception (Adapted theory Bass and Avolio (2003).
b
Intervening variable, namely Motivation (Y1) variable, with indicator: motive, expectancy and
incentive adapted from theory of Mc. Clelland (Sihotang, 2007)
c
Dependent variable, namely performance (Y2) variables, with indicator: quality of work, quantity of
work, timeliness of work, job autonomy, individual relationships. Adapted from Bernardin and Russel
theory (Ruky, 2002)
The instruments used to collect data are Likert scale questionnaire that tested before to determine the
validity and reliability of instrument. Data was collected using a questionnaire and study documentation.
Analysis technique used is descriptive statistical analysis using path analysis tools with the aim to determine
effect of transformational leadership and transactional leadership and work motivation on employee
performance of Konawe Education Department at Southeast Sulawesi, both partially and simultaneously, that
processed by Statistical Package For Social Sciences (SPSS) for Windows version 18.0
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53 | Page
5. Effect Of Transformational Leadership And Transactional…
IV.
RESULTS AND DISCUSSION
4.1. Effect of Transformational Leadership on Employee Performance
Transformational leader basically makes followers become more sensitive to value and importance of
work, activating the needs at a higher level and lead the followers to more concerned with organization. It
creates followers trust and respect for leader, as well as motivated to do anything more than expected of him.
Transformational leadership effects are achieved by using charisma, inspirational leadership, individual
attention, idealism and intellectual stimulation. Effect of transformational leadership on performance according
to test results is 0.646 with a positive direction. It means transformational leadership affect on employee
performance of Konawe Education Department. Path coefficient is positive, meaning that higher
transformational leadership tends to improve employee performance. It can be proved with a probability value
of 0.000 < = 0.05, meaning transformational leadership has significant or noticeable effect on employee
performance of Konawe Education Department. It can be concluded that transformational leadership has
positive and significant effect on performance. Changes in improvement direction of transformational leadership
positively and significantly improve performance of Konawe Education Department. This occurs because
transformational leadership application at Konawe Education Department well-regarded by subordinates or
employees for five dimensions namely Attributed charisma, idealized influence, inspirational motivation,
intellectual stimulation and individualized consideration.
For attributed charisma, leadership at Education Konawe Department, in their duties to achieve
expected outcomes of individual performance, has ability to communicate vision and mission of Konawe
Education Department to his subordinates. Respondents also said that leadership has ability to generate
subordinates trust and foster good relations with subordinates, and always receives motivation from superiors in
carrying out task.For idealized influence dimension, leadership within Department of Education Konawe in
effort to improve performance of individual employee received a direct communication from subordinates to
superiors for always emphasize ethical values and morals in works. Similarly, leadership has strong certainties
to success in carrying out duties and functions, to always consider consequences of moral and ethics of every
decision made.Similarly, inspirational motivation dimensions indicate that respondent has enthusiasm to carry
out this task because leader has the ability to arouse the enthusiasm of subordinates and subordinates are also
able to generate trust to task. Leader also has ability to convey important organizational goals to subordinates.
For intellectual stimulation dimension, employees work is based on rationality and creativity because leaders
have the ability to develop rationality and creativity work of subordinates. Similarly, subordinates and leader
cooperate to resolve problems encountered. Similarly, for individualized consideration dimension, leader has
ability to foster confidence in subordinates as an intact person, and presence of leader's ability provide
individual attention and support to achievement. In addition, leader also shows ability appreciate the difference
individual and rewarding. These study findings indicate that there is a positive and significant effect of
transformational leadership on employee performance. This supports theory proposed by Butler (1999) that a
transformational leader encourages subordinates to have vision, mission and goals of organization, encouraging
and motivating to show maximum performance, stimulate subordinates to act critically and solve problems in
new ways and treat employees individually. As a consequence subordinates will reciprocate by showing
maximum work.It is similar with conclusion of Haryadi et.al. (2003) that there is a significant relationship
between transformational leadership and employee performance.
Similarly, this study results are supported by the results of research experts on transformational leadership.
Suryanto (in Tampubolon, 2007) outlines follows:
[1] Walumbwa, et.al. (2004), transformational leadership has a positive effect on commitment, performance
and job satisfaction.
[2] Ozaralli (2003) show prediction that transformational leadership affect on subordinate empowerment.
existence of transformational leaders lead team member feels empowerment. The more they experience
empowerment, the more effective team.
[3] Boehnke & Bontis (2003) stated although the application of principles of transformational leadership needs
to adapt to various countries, universally transformational leadership style helping employees be more
effective leaders lead and produce best performance.
[4] Langbert & Friedman (2003) stated transformational leaders have ability to motivate subordinates that
allows them to maintain achievements and achieve revolutionary change.
[5] Sparks & Schenk (2001) stated transformational leadership can truly transform followers by encouraging
them to see a higher purpose in world of work and encourage the achievement of best possible performance.
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4.2. Effect of Transactional Leadership on Employee Performance
These results prove that transactional leadership style have significant and positive effect on employee
performance that shown with value of 0.173 and positive direction. It means transactional leadership has
positive effect on employee performance of Konawe Education Department. Positive path coefficient means that
higher transactional leadership tends to improve performance. Then it can be proved with a probability value of
-0.014 < = 0.05. It means transactional leadership has significant effect on employee performance of Konawe
Education Department. Transactional leadership has positive and significant effect on performance. Changes in
direction of transactional leadership positively and significantly improve employee performance Konawe
Education Department. This occurs because good application of transactional leadership at Konawe Education
Department for all three dimensions (contingent ward, management by active exception and management by
passive exception).For ward contingent dimensions, leaders of Konawe Education Department show fairness
and honesty to give reward that adapted to subordinates work. Similarly, leaders reward subordinates based on
work and time agreed. Similarly, for dimensions of management by active exception, leaders provide clarity
procedures implementation tasks assigned to subordinates, provides oversight to subordinates in order to avoid
mistakes in work. For dimension of management by passive exception, leaders hold meetings with subordinates
to discuss the problems encountered in work, and to intervene or correcting problems faced by subordinates at
work if gets worse or does not comply with labor standards, and coach employees who have failed to work.
These study findings indicate that transactional leadership has a significant and positive effect on
employee performance. It is in line thinking of Burns in Bass (2005), that exchange relationship is happened in
transactional leadership, which subordinate are expected to show a performance that expected by leader, in this
case create transaction, where the boss offers abstract reward (trust, commitment and respect), and real rewards,
as reward or remuneration. Transaction process between leaders and subordinates directed to produce a
satisfactory performance.Similarly, results of this study support theory of Bass and Avolio (2003) that
transactional leadership style affects on employee performance. Effect of transactional leadership styles on
performance can be positive or negative. It depend on employee assessment, positive effect can occur when
employees assess transactional leadership is good and negative if the employee considers that transactional
leaderships styles can not be trusted because they do not keep their promises, dishonest or not transparent.
4.3. Effect of Work Motivation on Employee Performance
Motivation is a skill to direct employees to organizational goals in order to work to make employees
desires and organizational goals can be achieved. One motivation to do a job due to a necessity of life that must
be met. These needs may include the need to earn money for economical need, while the non-economic needs
can be interpreted as the need to gain an appreciation and desire to more advance. With all these requirements, a
person required to be more active in work. It is necessary to achieve motivation to do the work, because it can
encourage a person to work and always willing to continue his efforts. Therefore, an employee who has a high
work motivation usually has a peak performance The results of this study indicate that work motivation has a
positive and significant effect on employee performance of Konawe Education Department. This is consistent
with test results as evidenced by values of 0.698. Positive direction means work motivation has positive effect
on employee performance of Konawe Education Department. Positive path coefficient means that higher work
motivation tends to improve performance. Probability value is 0.000 < = 0.05, which means there is a real
effect or the significant between work motivation on employee performance of Konawe Education Department.
With the results it can be concluded that work motivation has positive and significant effect on performance.
Positive changes a work motivation positively and significantly improve employee performance of Konawe
Education Department. This happens because the respondent or employee has a good work motivation that
includes dimensions motive, Expectancy and incentive
Motive dimension of Konawe Education Department in carrying out the activities is inspire by motives
to fulfill needs of food and clothing, existence of protection in event of an accident, realization of security in
work and presence of leadership and self-esteem of co-workers to perform the task. Expectancy dimension
makes leader to promote subordinates to achieve good positions, provide subordinates opportunities to increase
knowledge/skills, and realize cooperation between leaders and subordinates and between co-workers in
performing the task. For Incentives dimension, employees at Education Department receive incentives from
leadership in terms of acquisition/acceptance of additional fees, gift/bonus for performance and leader
appreciation for good performance.This study results that indicate work motivation has a positive and significant
effect on performance is consistent with theory described earlier, namely expectancy theory. Employees will be
motivated to strive well if believe that good work will bring good judgment as good performance (indicator of
performance effort or expectancy), which will then be followed by an award from organization, both in material
as bonuses, salary increases, or promotion, or non- material such as praise and recognition (or
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7. Effect Of Transformational Leadership And Transactional…
instrumentally outcome performance indicators). Furthermore, this award will satisfy the individual
goals of employees (indicator dignity or valence) because consistent with expectation (Vroom, 1994). This is
consistent with theory proposed by McClelland that known as Mc. Clelland's Achievement Motivation Theory
(Sihotang, 2007:251) that a person working is motivated by motive element, expectations, and incentive, so that
motivation has positive and significant effect on performance. Similarly, in line with the opinion Rival (2004),
stronger motivation makes higher employee performance. This means that any increase of employee motivation
will provide a significant improvement of employee’s performance in carrying out their work. Thus, relationship
between motivation and performance is positive. This is similar with Mangkunagara (2001: 69) that
performance is a function of motivation and ability to complete a job someone with a premium on education,
skills, and experience in their respective field of work.
4.4. Effect of Transformational Leadership and Transactional leadership on Employees work motivation
Effect of transformational leadership style and transactional leadership on employee motivation within
Konawe Education Department in accordance with test results indicate that transformational and transactional
leadership style simultaneously have positive and significant effect on employee motivation in Konawe
Education Department, Kendari District Education Office, this is evidenced by effect the value of 0.484 with a
95% confidence level. This is due to good applicability of transformational and transactional leadership to
motivate employees. Transformational leadership style of Kendari Education Department doing well to
transform visionary into a shared vision so that they (subordinates plus leader) working to realize the vision into
reality. Similarly, it has ability to match future vision with his subordinates, as well as stimulates subordinates
intellectually and in terms of giving attention to differences among subordinates. Similarly, leader of Konawe
Education Department use transactional leadership to deal about things done by subordinates and promising
rewards when it is achieved. Similarly, leader monitor standards have been set and take corrective action if
standards are not achieved. With implementation of transformational and transactional leadership style by
leaders of Konawe Education Department, they motivated to work in accordance with duties and functions that
by motives, expectations, and incentives. This study finding indicate that transformational and transactional
leadership have positive and significant effect on work motivation to support theory of Tucker and Lewis (2004)
which says that transformational leadership as leadership patterns that can motivate employees to carry ideals
and high values to achieve organization's vision and mission to form a basis for confidence in leadership.
Transformational and transactional leadership style provides a frame of reference to organization. Similarly,
Bass (in Yukl, 1998) says that transformational leadership is a leadership style that can arouse or motivate
employees, so that they can thrive and achieve at a high level of performance, more than what they thought
before
These results are also supported by a grand theory of transformational leadership of Bass (2005) who
stated that transformational leadership is a leadership model that aims to encourage extra effort of followers to
achieve expected performance. Transformational leadership style make leaders motivate subordinates to do
something and achieve a certain performance more than what was originally expected. It also in line with
opinion of Burns (Wahjosumidjo, 2006: 27) who says that model of transformational leadership emphasizes
leader needs to motivate subordinates to perform their responsibilities, more than they expect. Transformational
leader must be able to define, communicate and articulate organization's vision, and subordinates must accept
and acknowledge the credibility of its leaders. Gibson et al (1997: 5), says that leadership is an attempt to use a
style to affects individual and does not use motivating force to achieve goals. Transactional leadership effects on
work motivation is as stated by Burns (1978) and Bass (2005) which says that transactional leadership is defined
as a model of leadership that guide or motivate subordinates towards goals set by clarifying role and task
demands. Transactional leadership is described by Burns (1978) to motivate followers, primarily through
changes based on contingent reward. Principally, transactional leadership is an attempt to motivate subordinates
by means of exchanging benefits with subordinate performance, and indicate that transactional leaders
emphasize exchange and short-term economic value.
This is in line with opinion of Thomas (2003) who said that there was effect of transactional leadership
styles on motivation, because the transactional leadership style motivates subordinates by their own interest.
Leadership behavior focused on task outcome and workers good relationship in exchange for desirable rewards.
Transactional leadership style encourages leaders to adjust their behavior and to understand subordinates
expectations. Similarly, in line with the opinion of Brown (2003) that within transactional leadership, leaders
and followers acted as bargaining actors in a process that involves exchange of rewards and punishments. The
main idea is there is a transactional approach to exchange, what leader wants from followers and in return leader
will give what is desired by followers. Thus, transactional leaders motivate subordinates to act in accordance
with expectation through the establishment of reward and punishment. Leadership has two dimensions which
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8. Effect Of Transformational Leadership And Transactional…
include: (a) Active, leaders supervise and look for deviations of various rules and standards, and taking
corrective action, (b). Passive, leader intervenes only if standards are not achieved.
4.5. Effect of Transformational Leadership and Transactional Leadership and Work motivation on
Employee Performance.
Effect of transformational leadership and transactional leadership and work motivation on employee
performance of Konawe Education Department showed a positive and significant effect. This is consistent with
test results effect value of 0.628 with a confidence level of 95%. Transformational leadership and transactional
leadership and job motivation have significant and positive direction on employee performance improvement of
Konawe Education Department. This happens because leadership of Konawe Education Department properly
implement transformational leadership style and transactional leadership, causing employees motivated to work
and produce good performance on five dimensions of work quality dimensions, work quantity, work timeliness,
employment and independence dimensions of individual relationships. On dimension of work quality, employee
of Konawe Education Department is able to achieve work quality in accordance with standards of leadership,
and execution of a task or job is consistent with established procedures. For work quantity dimension,
employees are able to complete the task according to volume of work in accordance with duties and functions
that have been set, thus also able to utilize facilities that very supportive implementation duties in either
category. For timeliness dimensions, employee concern to start and completing work assigned by leadership to
him. For Independence dimensions, employee has a lot of work experience and has the skills so that any task
assigned to him can be solved independently. Similarly, dimensions of individual relationships show that
Konawe Education Department, addition to working alone, can also collaborate with colleagues in performing
basic tasks and responsibilities.
This study result shows that there is a positive and significant effect of transformational leadership,
transactional and work motivation on employee performance. This supports the opinion of Bass and Avolio
(2003) that transformational and transactional leadership styles can not be strictly separated and both are not
conflicting leadership styles. Transformational and transactional leadership is very important and needed by
each organization. Organization requires vision, encouragement, and commitment formed by transformational
leaders. But organizations also need show transactional leaders to provide direction to focus on things detail,
explaining behavior and reward for the work done. Transformational leadership approach can not replace the
concept of transactional leadership. However transformational leadership approach gives an opportunity for
leaders to do more in developing and improving work motivation in organizations.
This study result also support theory proposed by Yulk (2007:320) that transformational and
transactional leaders make followers become more aware toward importance and value of self for sake of
organization. Leaders develop skills and confidence to prepare their followers to get more responsibility within
an organization and gives authority. Leaders provide support and encouragement when necessary to maintain
enthusiasm and effort before obstacles, difficulties and fatigue happened. It makes followers feel trust and
respect toward leader, and they are motivated to do more than previously expected that making their
performance better. Therefore transformational and transactional leadership has a close relationship with the
follower motivation and performance improvement. This is consistent with research conducted by Koh et al.
(1995) that there was a significant relationship between transformational and transactional leadership and job
satisfaction. It is in line with research of Tondok and Antarika (2004) that there is a positive and significant
effect of transformational and transactional leadership style on job satisfaction of employees. Similarly, results
of Yadi Haryadi (2002) show that there is positive and significant effect both partially and simultaneously
between transformational leadership and transactional leadership and work commitment on performance.
V. ENCLOSURE
[1] Transformational and transactional leadership style of Konawe Education Department leader and work
motivation of Konawe Education Department employee have direct and significant positive effect on
employee performance of Konawe Education Department. This means that any increase in indicator of
transformational leadership style, transformational leadership style and motivation of employees variables
can increase employee performance of Konawe Education Department
[2] Transformational leadership and transactional leadership style simultaneously have positive and significant
effect on work motivation. The increase in transactional transformational leadership has positive direction
to increase employee motivation of Konawe Education Department.
[3] Transformational and transactional leadership style and job motivation simultaneously have positive and
significant effect on performance. The increase in transactional leadership style and transformational
leadership style to positive direction will improve employee performance of Konawe Education
Department.
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