This document summarizes a research study that investigated the impact of transactional and transformational leadership styles on organizational citizenship behaviors. The study surveyed 213 workers who completed scales measuring leadership style and organizational citizenship. Regression analysis showed that transactional leadership positively predicted behaviors related to creating a favorable external climate, while transformational leadership positively predicted creative suggestions, external climate, self-training, and colleague cooperation. Transformational leadership had a greater predictive impact on organizational citizenship behaviors than transactional leadership. The conclusion was that transformational leaders are better able to motivate subordinates to engage in extra-role behaviors beyond their job requirements.
Organizational Behavior: A Study on Managers, Employees, and TeamsMuhammad Tawakal Shah
In recent decades, there has been a tremendous shift in the structure and operation of organizations.
Advancements in technology and skill diversity have fostered a modern workplace of skill and workflow
interdependencies. Hence, for success in today’s business world, it is imperative for organizations to
understand the forces that impact team outcomes. This study on 100 managers from the same organization
shows that female managers have higher communication skills when compared to male managers,
but are also more influenced by group think. A total of 200 employees from this organization were also
studied and the results show that female employees contribute to team outcomes more than male
employees. Implications for researchers, managers, and human resource professionals are considered.
Theoretically, it is important to understand how and why teamwork affects people’s success in the
workplace. Practically, it is important for managers to know whether teamwork affects performance
because it proxies cohesiveness and synergy. The study presented in this article clearly suggests that
teamwork affects people’s careers and workplace interactions and therefore is worthy of continued
scholarly investigation.
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study was to investigate the relationship
between leadership style and followers performance in the
bottle water companies in port Harcourt. In this study, we
have two variables leadership style as the independent
variable and followers performances as the dependent
variable, the methodology adopted were descriptive
research design to collect both primary and secondary data.
The population of this study consists of 100 (one hundred)
employees in the selected bottle water companies in Port
Harcourt. The instrument used for data collection was a
questionnaire in four point likert scale. 100 copies of
questionnaire were distributed to employees of selected
bottle water companies in Port Harcourt which 90 was
retrieved for the analysis. From the above it was discovered
that leadership styles have a positive impact on the
followers, but each have to be used strategically in different
environment in other to maximize employees performance.
It was recommended that organizations should empower
and motivate employees since this will ensure total loyalty
and increase their retention and productivity to the
organization.
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, 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
Organizational Behavior: A Study on Managers, Employees, and TeamsMuhammad Tawakal Shah
In recent decades, there has been a tremendous shift in the structure and operation of organizations.
Advancements in technology and skill diversity have fostered a modern workplace of skill and workflow
interdependencies. Hence, for success in today’s business world, it is imperative for organizations to
understand the forces that impact team outcomes. This study on 100 managers from the same organization
shows that female managers have higher communication skills when compared to male managers,
but are also more influenced by group think. A total of 200 employees from this organization were also
studied and the results show that female employees contribute to team outcomes more than male
employees. Implications for researchers, managers, and human resource professionals are considered.
Theoretically, it is important to understand how and why teamwork affects people’s success in the
workplace. Practically, it is important for managers to know whether teamwork affects performance
because it proxies cohesiveness and synergy. The study presented in this article clearly suggests that
teamwork affects people’s careers and workplace interactions and therefore is worthy of continued
scholarly investigation.
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study was to investigate the relationship
between leadership style and followers performance in the
bottle water companies in port Harcourt. In this study, we
have two variables leadership style as the independent
variable and followers performances as the dependent
variable, the methodology adopted were descriptive
research design to collect both primary and secondary data.
The population of this study consists of 100 (one hundred)
employees in the selected bottle water companies in Port
Harcourt. The instrument used for data collection was a
questionnaire in four point likert scale. 100 copies of
questionnaire were distributed to employees of selected
bottle water companies in Port Harcourt which 90 was
retrieved for the analysis. From the above it was discovered
that leadership styles have a positive impact on the
followers, but each have to be used strategically in different
environment in other to maximize employees performance.
It was recommended that organizations should empower
and motivate employees since this will ensure total loyalty
and increase their retention and productivity to the
organization.
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, 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
This purpose of this research is to examine the philosophical challenges of human resources
management in the 2ist century and contribute to the knowledge of organization development. The study will
examine the impact of internal environmental changes on management, and empirically test the constructs of
performance leadership as it relates to organizational performance and discuss the many emerging challenges
that corporate culture posed to current day performance leadership.
Perception of civil servants on performance : An Emperical Analysis of Indone...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.
This study seeks to examine the impact of leadership traits on public organizational performance.
The views presented by scholars and practitioners in the social sciences argued that there is no relationship
between transformational leadership traits and organizational performance in the public sector organizations.
The study used correlation and regression analysis to identify the gap that exist within the variables under
investigation
Project Managers Vs Operations Managers: A comparison based on the style of l...IOSR Journals
Within a century after the emergence of the initial theories in leadership area, several theories have tried to explain the different styles of leadership and the extent to which leaders’ styles can affect the overall success of the teams or the organizations being led by them. Regardless of the different ways in which these theories explain and address the styles of leadership, two concepts of ‘task’ and ‘individual’ are focused by most of them. Leaders, depending on their personal traits, attitudes, and situational considerations may show different levels of concern for tasks and individuals. Also, the environment in which a leader operates may affect the leader’s concern for tasks or individuals. Project environments, regarding the temporary nature of project-based activities, basically differ from operational environments in several aspects. Consequently, leadership in project environments may require a different style in comparison with operational environments. The current study has applied ‘concern for tasks’ and ‘concern for individuals’ as two dependent variables to make a comparison between project managers and operations managers based on the style of leadership. An online survey in a global context helped us to collect data from 159 project managers and 171 operations managers. The respondents were from different countries and various disciplines. The collected data were analyzed in SPSS using ‘independent sample t-test’. The results of the analysis revealed that project managers in general show a balanced concern for tasks and individuals, whereas operations managers have a high concern for tasks and a lower concern for individuals.
Linking leadership style, organizational culture, motivation and competence o...inventionjournals
This research aims to analyze empirically the influence of leadership style, organizational culture, motivation, and competencies on civil servants performance in mediation is job satisfaction. The design of this research using survey method with the collection of the data in cross-section through the questionnaire. Determination of a sample using simple random sampling with the total number of respondents as much as 265 employees. Methods of analysis of data used in hypothesis testing are the analysis moments of structures. This research provide evidence that leadership style, organizational culture and competence of a positive and significant effect on the job satisfaction, while the negative effect of motivation but Significantly to job satisfaction. Then the leadership style and organizational culture is positive but not significant effect on civil servants performance and motivation as well as competence and job satisfaction the positive and significant effect on the civil servants performance. Job satisfaction is not as mediating variable in explaining the effect of leadership styles and organizational culture on the civil servants performance, while on the other mediation of job satisfaction testing proved to be a full mediation in analyzing the effect of motivation and competencies on the civil servants performance.
The Effect Of Benevolent Leadership On Organizational Citizenship Behavior (O...theijes
This study was conducted to examine the effect of benevolent leadership (ethics sensitivity, spirituality, positive engagement, and community responses) to organizational citizenship behavior (OCB), either directly, or through mediation Ethics Climate. The study was based on a survey of 200 respondents. Respondents were used in this study came from Department of Education and Culture in Kendari. The research data used cross sections data so it is possible perception of respondents is different because of the time and place, so it is advisable to research will be able to use time series. Statistical Package for the Social Sciences used to test the hypothesis. The results showed that ethics sensitivity has significant positive effect on OCB. Ethics Climate mediates the relationship between ethics sensitivity and OCB. Spirituality has no effect on OCB. Ethics Climate does not mediate the relationship between spirituality and OCB. Positive engagement does not affect the OCB. Ethics Climate does not mediate the relationship between positive Positive engagement and OCB. Community response had no effect on OCB. But Ethics Climate response mediates the relationship between community and OCB. Ethics Climate has significant and positive effect on OCB. Keywords: Benevolent Leadership (sensitivity of ethi
American Research Journal of Humanities & Social Science (ARJHSS) is a double blind peer reviewed, open access journal published by (ARJHSS).
The main objective of ARJHSS is to provide an intellectual platform for the international scholars. ARJHSS aims to promote interdisciplinary studies in Humanities & Social Science and become the leading journal in Humanities & Social Science in the world.
This purpose of this research is to examine the philosophical challenges of human resources
management in the 2ist century and contribute to the knowledge of organization development. The study will
examine the impact of internal environmental changes on management, and empirically test the constructs of
performance leadership as it relates to organizational performance and discuss the many emerging challenges
that corporate culture posed to current day performance leadership.
Perception of civil servants on performance : An Emperical Analysis of Indone...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.
This study seeks to examine the impact of leadership traits on public organizational performance.
The views presented by scholars and practitioners in the social sciences argued that there is no relationship
between transformational leadership traits and organizational performance in the public sector organizations.
The study used correlation and regression analysis to identify the gap that exist within the variables under
investigation
Project Managers Vs Operations Managers: A comparison based on the style of l...IOSR Journals
Within a century after the emergence of the initial theories in leadership area, several theories have tried to explain the different styles of leadership and the extent to which leaders’ styles can affect the overall success of the teams or the organizations being led by them. Regardless of the different ways in which these theories explain and address the styles of leadership, two concepts of ‘task’ and ‘individual’ are focused by most of them. Leaders, depending on their personal traits, attitudes, and situational considerations may show different levels of concern for tasks and individuals. Also, the environment in which a leader operates may affect the leader’s concern for tasks or individuals. Project environments, regarding the temporary nature of project-based activities, basically differ from operational environments in several aspects. Consequently, leadership in project environments may require a different style in comparison with operational environments. The current study has applied ‘concern for tasks’ and ‘concern for individuals’ as two dependent variables to make a comparison between project managers and operations managers based on the style of leadership. An online survey in a global context helped us to collect data from 159 project managers and 171 operations managers. The respondents were from different countries and various disciplines. The collected data were analyzed in SPSS using ‘independent sample t-test’. The results of the analysis revealed that project managers in general show a balanced concern for tasks and individuals, whereas operations managers have a high concern for tasks and a lower concern for individuals.
Linking leadership style, organizational culture, motivation and competence o...inventionjournals
This research aims to analyze empirically the influence of leadership style, organizational culture, motivation, and competencies on civil servants performance in mediation is job satisfaction. The design of this research using survey method with the collection of the data in cross-section through the questionnaire. Determination of a sample using simple random sampling with the total number of respondents as much as 265 employees. Methods of analysis of data used in hypothesis testing are the analysis moments of structures. This research provide evidence that leadership style, organizational culture and competence of a positive and significant effect on the job satisfaction, while the negative effect of motivation but Significantly to job satisfaction. Then the leadership style and organizational culture is positive but not significant effect on civil servants performance and motivation as well as competence and job satisfaction the positive and significant effect on the civil servants performance. Job satisfaction is not as mediating variable in explaining the effect of leadership styles and organizational culture on the civil servants performance, while on the other mediation of job satisfaction testing proved to be a full mediation in analyzing the effect of motivation and competencies on the civil servants performance.
The Effect Of Benevolent Leadership On Organizational Citizenship Behavior (O...theijes
This study was conducted to examine the effect of benevolent leadership (ethics sensitivity, spirituality, positive engagement, and community responses) to organizational citizenship behavior (OCB), either directly, or through mediation Ethics Climate. The study was based on a survey of 200 respondents. Respondents were used in this study came from Department of Education and Culture in Kendari. The research data used cross sections data so it is possible perception of respondents is different because of the time and place, so it is advisable to research will be able to use time series. Statistical Package for the Social Sciences used to test the hypothesis. The results showed that ethics sensitivity has significant positive effect on OCB. Ethics Climate mediates the relationship between ethics sensitivity and OCB. Spirituality has no effect on OCB. Ethics Climate does not mediate the relationship between spirituality and OCB. Positive engagement does not affect the OCB. Ethics Climate does not mediate the relationship between positive Positive engagement and OCB. Community response had no effect on OCB. But Ethics Climate response mediates the relationship between community and OCB. Ethics Climate has significant and positive effect on OCB. Keywords: Benevolent Leadership (sensitivity of ethi
American Research Journal of Humanities & Social Science (ARJHSS) is a double blind peer reviewed, open access journal published by (ARJHSS).
The main objective of ARJHSS is to provide an intellectual platform for the international scholars. ARJHSS aims to promote interdisciplinary studies in Humanities & Social Science and become the leading journal in Humanities & Social Science in the world.
Business Executives’ Perceptions of Ethical Leadershipand It.docxRAHUL126667
Business Executives’ Perceptions of Ethical Leadership
and Its Development
Catherine Marsh
Received: 6 July 2011 / Accepted: 22 May 2012 / Published online: 12 June 2012
� Springer Science+Business Media B.V. 2012
Abstract This paper summarized the findings of a qual-
itative study that examines the perceptions of ethical
leadership held by those who perceived themselves to be
ethical leaders, and how life experiences shaped the values
called upon when making ethical decisions. The experi-
ences of 28 business executives were shared with the
researcher, beginning with the recollection of a critical
incident that detailed an ethical issue with which each
executive had been involved. With the critical incident in
mind, each executive told the personal story that explained
the development of the values he or she called upon when
resolving the ethical issue described. The stories were
analyzed through the use of constant comparison, which
resulted in the development of two models: (1) a frame-
work for ethical leadership illuminating valued aspects of
ethical leaderships and the value perspectives called upon
when making ethical decisions, and (2) a model explaining
how the executives’ ethical frameworks developed. The
paper concludes with a brief discussion on virtue ethics,
experiential learning, and human resource development.
Keywords Ethics � Virtue � Leadership � Action learning
Introduction
As the daily news carries allegations of corrupt behavior in
all arenas of life, the world’s attention is focused on the
behavior of leaders in government, business, social, and
even religious institutions. The courts selectively prosecute
high profile-offenders, the Catholic Church sends priests
into retirement, and political candidates challenge one
another’s records for signs of moral weakness. Legislation,
in the form of the Sarbanes–Oxley Act of 2002, passed by
the United States Congress following the Enron, Tyco and
Worldcom scandals, has been enacted, but the scandals
continue.
Both executives and scholars are realizing that while
legislation is necessary, leadership may be the primary
determinant in ethical action. Gini (1998) stressed, ‘‘The
ethics of leadership—whether it be good or bad, positive or
negative—affects the ethos of the workplace and thereby
helps to form the ethical choices and decisions of the
workers in the workplace’’ (p. 28). Pollard (2005) stated,
‘‘While rules may bring a higher standard of accountability
and add the ‘stick’ of more penalties, they cannot deter-
mine the honesty, character, or integrity of the people
involved’’ (p. 14).
Lavengood (Pollard 2005) conceded that where public
policy leaves off, leadership must assist with the devel-
opment of a moral community that shapes human character
and behavior. Gough (1998) concurred and explained that
when caught in an internal struggle with regards to getting
ahead or doing the right thing, ‘‘The determining factor is ...
Business Executives’ Perceptions of Ethical Leadershipand It.docxfelicidaddinwoodie
Business Executives’ Perceptions of Ethical Leadership
and Its Development
Catherine Marsh
Received: 6 July 2011 / Accepted: 22 May 2012 / Published online: 12 June 2012
� Springer Science+Business Media B.V. 2012
Abstract This paper summarized the findings of a qual-
itative study that examines the perceptions of ethical
leadership held by those who perceived themselves to be
ethical leaders, and how life experiences shaped the values
called upon when making ethical decisions. The experi-
ences of 28 business executives were shared with the
researcher, beginning with the recollection of a critical
incident that detailed an ethical issue with which each
executive had been involved. With the critical incident in
mind, each executive told the personal story that explained
the development of the values he or she called upon when
resolving the ethical issue described. The stories were
analyzed through the use of constant comparison, which
resulted in the development of two models: (1) a frame-
work for ethical leadership illuminating valued aspects of
ethical leaderships and the value perspectives called upon
when making ethical decisions, and (2) a model explaining
how the executives’ ethical frameworks developed. The
paper concludes with a brief discussion on virtue ethics,
experiential learning, and human resource development.
Keywords Ethics � Virtue � Leadership � Action learning
Introduction
As the daily news carries allegations of corrupt behavior in
all arenas of life, the world’s attention is focused on the
behavior of leaders in government, business, social, and
even religious institutions. The courts selectively prosecute
high profile-offenders, the Catholic Church sends priests
into retirement, and political candidates challenge one
another’s records for signs of moral weakness. Legislation,
in the form of the Sarbanes–Oxley Act of 2002, passed by
the United States Congress following the Enron, Tyco and
Worldcom scandals, has been enacted, but the scandals
continue.
Both executives and scholars are realizing that while
legislation is necessary, leadership may be the primary
determinant in ethical action. Gini (1998) stressed, ‘‘The
ethics of leadership—whether it be good or bad, positive or
negative—affects the ethos of the workplace and thereby
helps to form the ethical choices and decisions of the
workers in the workplace’’ (p. 28). Pollard (2005) stated,
‘‘While rules may bring a higher standard of accountability
and add the ‘stick’ of more penalties, they cannot deter-
mine the honesty, character, or integrity of the people
involved’’ (p. 14).
Lavengood (Pollard 2005) conceded that where public
policy leaves off, leadership must assist with the devel-
opment of a moral community that shapes human character
and behavior. Gough (1998) concurred and explained that
when caught in an internal struggle with regards to getting
ahead or doing the right thing, ‘‘The determining factor is.
Antecedents of Organizational Commitment of Lecturer in South Sumaterainventionjournals
Theoretically it was predicted that leadership style and organizational culture have partially and simultaneously affected employees commitment to organization. Fwthermore, those factors i.e. leadership style, organizational culture and organizational commitment have impact on lecture performance, this research was conducted at Palembang, South Sumatera. This research was conducted by using descriptive quantitative approach with questionnaire as the data gathering instrument. In addition to that explanatory approach was carried out to get a deeper insight on the research phenomenon 325 samples was collected from 5 (five) participating universitir in South Sumatera, Palembang. Data analysis was carried out by using Structural Equation Modelling (SEM). The research found that all independent variables have a significant effect on dependent variables both partially and simultaneously. Simultaneously it was found that leadership style and organizational culture affected organizational commitment by R2 = 0.77 with the most significant factor was on organizational communication. This result shows that there are still 43% of other factors that affected on organizational commitment. The next result was also gathered simultaneously which is the effect of leadership style, organizational culture and organizational commitment on employees ’performance with R2 = 0.79 with the most significant factor was on organizational commitment. This result shows that there are still 51% of other factors thataffected on employees 'performance that needs to be looked into in further research.
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 ...
1. Traditional Approaches to Leaders’ Impact on OrganizationsSTatianaMajor22
1. Traditional Approaches to Leaders’ Impact on Organizations
Scores of research studies are built on the assumption that effective leadership is a key component essential for organizational success. From the battlefield to the boardroom, we are told, wins and losses are determined by decisions and behaviors of those who lead. The plethora of leadership-training programs may be an indicator that many perceive (or even assume) that there is a direct relationship between leaders and organization performance. In The Leadership Gap: Building Capacity for Competitive Advantage, Weiss and Molinaro (2005) established their premise by stating “leadership has become the primary source of competitive advantage in organizations around the world” (p. 4). These authors used case-study methods to reinforce the ideas that organizations’ lack of leadership capacity can be addressed through leadership development.
But both in research and organizations, there are those who challenge the “effective leadership = enhanced performance” supposition (Dihn, Lord, Gardner, Meuser, Liden, & Hu, 2014; Storey, 2010).
LePine, Zhang, Crawford, and Rich (2016) conducted a three-part study to test relationships among charismatic leadership, stress, and performance. Subjects were members of the United States Marine Corps. Findings suggested that charismatic leader behavior negated the negative effects of stressors on performance according to assessments by the leaders or their supervisors. And these authors found that high-level stressors were more positively viewed when charismatic leader behaviors were exhibited. However, the researchers discovered that charismatic leader behavior did not influence how Marines perceived stressors. An underlying assumption in LePine, Zhang, Crawford, and Rich’s (2016) research was that leaders do affect performance. The results, while not conclusive enough to reject the assumption, did open avenues for new dialogue and recommendations for further testing.
Dihn, Lord, Gardner, Meuser, Liden, and Hu (2014) suggested that the preponderance of research on leadership behaviors and traits may have led to assumptions about an overstated influence of the individual. In Module 1 we examined the evolution of leadership approaches from the early modern era to the postmodern era. We know that context—such as environment, capital, and goals—influences organizational design, structure, and management/leadership practices. We learned that a stable organization relies on controls to gain efficiency. Leader-centric thinking was readily accepted in the modern organization. And, research studies were designed around those assumptions, perhaps even reinforcing those assumptions.
More recently, organizations shifted structures, philosophies, and operating procedures to adapt to social, economic, political, and technological pressures. Even so, leadership researchers continued to outpace other scholars who investigated additional variables that might impact org ...
A Systematic Literature Review of Servant Leadership Theoryi.docxransayo
A Systematic Literature Review of Servant Leadership Theory
in Organizational Contexts
Denise Linda Parris • Jon Welty Peachey
Received: 20 February 2012 / Accepted: 8 April 2012 / Published online: 22 April 2012
� Springer Science+Business Media B.V. 2012
Abstract A new research area linked to ethics, virtues,
and morality is servant leadership. Scholars are currently
seeking publication outlets as critics debate whether this
new leadership theory is significantly distinct, viable, and
valuable for organizational success. The aim of this study
was to identify empirical studies that explored servant
leadership theory by engaging a sample population in order
to assess and synthesize the mechanisms, outcomes, and
impacts of servant leadership. Thus, we sought to provide
an evidence-informed answer to how does servant leader-
ship work, and how can we apply it? We conducted a sys-
tematic literature review (SLR), a methodology adopted
from the medical sciences to synthesize research in a sys-
tematic, transparent, and reproducible manner. A disci-
plined screening process resulted in a final sample
population of 39 appropriate studies. The synthesis of these
empirical studies revealed: (a) there is no consensus on the
definition of servant leadership; (b) servant leadership
theory is being investigated across a variety of contexts,
cultures, and themes; (c) researchers are using multiple
measures to explore servant leadership; and (d) servant
leadership is a viable leadership theory that helps organi-
zations and improves the well-being of followers. This
study contributes to the development of servant leadership
theory and practice. In addition, this study contributes to the
methodology for conducting SLRs in the field of manage-
ment, highlighting an effective method for mapping out
thematically, and viewing holistically, new research topics.
We conclude by offering suggestions for future research.
Keywords Leadership � Leadership theory � Servant
leadership � Systematic literature review
Introduction
Leadership is one of the most comprehensively researched
social influence processes in the behavioral sciences. This is
because the success of all economic, political, and organi-
zational systems depends on the effective and efficient
guidance of the leaders of these systems (Barrow 1977). A
critical factor to understanding the success of an organiza-
tion, then, is to study its leaders. Leadership is a skill used to
influence followers in an organization to work enthusiasti-
cally towards goals specifically identified for the common
good (Barrow 1977; Cyert 2006; Plsek and Wilson 2001).
Great leaders create a vision for an organization, articulate
the vision to the followers, build a shared vision, craft a path
to achieve the vision, and guide their organizations into new
directions (Banutu-Gomez and Banutu-Gomez 2007; Kotter
2001). According to Schneider (1987), the most important
part in build.
Ethical Leadership and Reputation Combined Indirect EffectsBetseyCalderon89
Ethical Leadership and Reputation: Combined Indirect Effects
on Organizational Deviance
Pedro Neves • Joana Story
Received: 19 August 2013 / Accepted: 2 December 2013 / Published online: 12 December 2013
� Springer Science+Business Media Dordrecht 2013
Abstract The interest in ethical leadership has grown in
the past few years, with an emphasis on the mechanisms
through which it affects organizational life. However,
research on the boundary conditions that limit and/or
enhance its effectiveness is still scarce, especially con-
cerning one of the main misconceptions about ethical
leadership, its incompatibility with effectiveness (Brown,
Organ Dyn 36:140–155, 2007). Thus, the present study
(a) examines the relationship between ethical leadership
and organizational deviance via affective commitment to
the organization, as a reflection of the quality of the
employee–organization relationship and (b) proposes this
relationship is conditional on the supervisor’s personal
reputation for performance (i.e., the moral standards are
coupled with work effectiveness). Using a sample of 224
employees and their respective supervisors from 18 orga-
nizations, we confirmed our hypotheses (moderated medi-
ation model). Our findings suggest that ethical leadership is
positively related to employees’ affective commitment to
the organization, particularly when supervisor’s reputation
for performance is high, which in turn is associated with
decreased organizational deviance. The theoretical and
practical implications of these findings conclude the paper.
Keywords Ethical leadership � Reputation for
performance � EOR � Organizational commitment �
Organizational deviance
Introduction
The corporate scandals that have come to the general
public’s attention in the past years (e.g., Enron and Fannie
Mae’s accounting practices, HP and Deutsch Bank’s spy-
ing accusations) have again highlighted the importance of
the ethical conduct of those in influential positions. Much
has been written about the normative or philosophical view
of ethical leadership (see Brown and Treviño 2006 and
Eisenbeiss 2012 for a review), and the ethical dimension is
present in the contemporary models of leadership (e.g.,
idealized influence dimension of transformational leader-
ship—Bass and Avolio 1994). Yet, and while organizations
have started to express the importance of having leaders
that behave ethically (Stouten et al. 2012), ethical scandals
are still commonplace.
Although it has been in the mind of researchers, prac-
titioners, and the general public for a long time, only
recently the construct (and corresponding measure) of
ethical leadership was developed (Brown et al. 2005).
These authors have defined ethical leadership as ‘‘the
demonstration of normatively appropriate conduct through
personal actions and interpersonal relationships, and the
promotion of such conduct to followers through two-way
communication, reinforcement, and de ...
Comprehensıve Evaluatıon of The Impact of Female Managers On Followers Under ...AJHSSR Journal
ABSTRACT: Leadership, which is a widely researched topic and plays an important role in different
disciplines, is discussed in a broad scope ranging from social organizations, education, politics, to philosophy.
Technological, cultural and socio-economic developments have transformed the leadership paradigm and the
expectations of the followers. To adapt to these transformations and achieve positive outcomes in organizations,
a new perspective such as authentic leadership is needed. Authentic leadership means that the leader acts in
harmony with himself and others, stays loyal to his values and builds trust with his followers. Authentic
leadership also emphasizes that the leader needs to constantly improve himself, be original and creative, share
his vision and adhere to ethical values. In this study, many academic studies were examined in order to
comprehensively evaluate the impact of women managers on the followers under the authentic leadership
paradigm. Based on the post-modern leadership theory, it is aimed to comprehensively evaluate the four
dimensions of authentic leadership basic components of women managers, which are self-awareness, balanced
and unbiased processing of information, internalized moral perspective and relational transparency, and their
impact on the followers. Considering the relationship between women managers and their relational
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
The Relationship between Leadership Style and Personality Traits and their Im...ijtsrd
This study examines the relationship between transformational and transactional leadership styles and their impact on organizational citizenship behavior OCB , with emotional demands as a moderating variable and employee engagement as a mediating variable. The study involved 433 participants, and data were analyzed using regression analysis. The findings indicate a positive association between transformational leadership and job engagement and a positive relationship between transactional leadership and job engagement. Furthermore, the results show that employee engagement fully mediates the positive relationship between transformational leadership and OCB, but the effect size is small, suggesting other factors may also play a role. The study also reveals that emotional demands moderate the relationship between transactional leadership and OCB. The study contributes to the literature on leadership and OCB, providing insights for managers and organizations on enhancing employee engagement and OCB through effective leadership styles and management of emotional demands. Nicolas Kasanda Wa Kabamba | Wang Xiao Chen "The Relationship between Leadership Style and Personality Traits and their Impact on Organizational Citizenship Behavior" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-3 , June 2023, URL: https://www.ijtsrd.com.com/papers/ijtsrd56372.pdf Paper URL: https://www.ijtsrd.com.com/other-scientific-research-area/other/56372/the-relationship-between-leadership-style-and-personality-traits-and-their-impact-on-organizational-citizenship-behavior/nicolas-kasanda-wa-kabamba
For the Good or the Bad Interactive Effects of Transformation.docxAKHIL969626
For the Good or the Bad? Interactive Effects of Transformational
Leadership with Moral and Authoritarian Leadership Behaviors
Sebastian C. Schuh • Xin-an Zhang •
Peng Tian
Received: 16 July 2012 / Accepted: 7 September 2012 / Published online: 24 September 2012
� Springer Science+Business Media B.V. 2012
Abstract Although the ethical aspects of transformational
leadership have attracted considerable attention, very little is
known about followers’ reactions to the moral and immoral
conduct of transformational leaders. Against this background,
this study examined whether and how transformational lead-
ership interacts with moral and authoritarian leadership
behaviors in predicting followers’ in-role and extra-role
efforts. Building on attribution theory, we hypothesized that
the positive and negative effects of these leadership behaviors
would be particularly pronounced for highly transformational
leaders given that this leadership style elicits strong attention
and sense-making efforts among followers. We tested our
model in a sample of 228 individuals comprising 114 leader–
follower dyads from a wide range of organizations and
industries. In line with our hypotheses, results revealed that for
highly transformational leaders, moral leadership behaviors
related positively to employees’ in-role and extra-role efforts
whereas authoritarian leadership behaviors related negatively
to employees’ in-role and extra-role efforts. In contrast, moral
and authoritarian leadership behaviors did not significantly
affect followers’ reactions to leaders low in transformational
leadership. Taken together, these findings suggest that trans-
formational leadership, contrary to its largely positive per-
ception in the literature, can be a rather mixed blessing.
Implications for theory, future research, and managerial
practice are discussed.
Keywords Authentic transformational leadership �
Authoritarian leadership � Extra-role performance �
In-role performance � Moral leadership �
Pseudo-transformational leadership
When it comes to severe wrongdoings in the organizational
domain, it is not uncommon that leaders who had been
praised as visionary and transformational play a crucial
role (Bass 2008). Indeed, whereas transformational lead-
ership has often been regarded as a leadership behavior that
considers and emphasizes ethical standards (Burns 1978),
several scholars have questioned its inherent morality
(Bass and Steidlmeier 1999; Conger and Kanungo 1998;
Price 2003). Specifically, they have pointed out that
transformational leadership behaviors (e.g., vision, inspi-
ration, and role modeling; Bass 1985) do not have to be
applied in the interest of the common good. Indeed, these
behaviors seem to be equally effective in pursuing immoral
purposes and to increase the personal power and status of
the leader. As Price (2003) posited, transformational
behaviors are ‘‘morally neutral’’ (p. 70) and whether they
are used ...
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
O impacto da liderança transacional e transformacional sobre a cidadania organizacional
1. Psico-USF, Bragança Paulista, v. 20, n. 3, p. 493-504, set./dez. 2015 493
Disponível em www.scielo.br http://dx.doi.org/10.1590/1413-82712015200311
The Impact of Transactional and Transformational Leadership
Style on Organizational Citizenship Behaviors
Alexandra de Oliveira Rodrigues – Universidade Salgado de Oliveira, Rio de Janeiro, Brasil
Maria Cristina Ferreira – Universidade Salgado de Oliveira, Rio de Janeiro, Brasil
Abstract
We investigated the impact of transactional and transformational leadership styles on organizational citizenship behaviors. The
sample consisted of 213 workers of both genders who answered the Multifactorial Leadership Scale and the Organizational
Citizenship Behaviors (OCB) Scale. The multiple linear regression showed that: the transactional leadership style positively pre-
dicted the OCB dimension associated to the creation of a climate favorable to the organization in the external environment; the
transformational leadership style positively predicted the dimensions of OCB associated to the creative suggestions related to
the system; to the creation of a favorable organizational climate in the external environment; to self-training and to cooperation
among colleagues; transformational leadership style showed greater predictive power on OCB than transactional leadership. It
was concluded that transformational leaders are more capable to lead their subordinates in order to take actions that go beyond
their prescribed roles.
Keywords: leadership, organizational behavior, organizations, citizenship
O Impacto da Liderança Transacional e Transformacional sobre a Cidadania Organizacional
Resumo
Investigou-se o impacto dos estilos de liderança transacional e transformacional sobre os comportamentos de cidadania organi-
zacional. A amostra foi composta por 213 trabalhadores de ambos os sexos, que responderam ao Questionário Multifatorial de
Liderança e à Escala de Comportamentos de Cidadania Organizacional (CCO). As análises de regressão múltipla linear padrão
evidenciaram que: o estilo de liderança transacional predisse positivamente a dimensão dos CCO associada à criação de clima
favorável à organização no ambiente externo; o estilo de liderança transformacional predisse positivamente as dimensões dos
CCO relacionadas às sugestões criativas ao sistema; a criação de clima favorável à organização no ambiente externo; o auto-
treinamento e à cooperação com os colegas; o estilo de liderança transformacional apresentou maior poder preditivo sobre os
CCO que o estilo de liderança transacional. Concluiu-se que os líderes transformacionais mostram-se mais aptos a levarem seus
subordinados a adotar ações que vão além de seus papéis prescritos.
Palavras-chave: liderança, comportamento organizacional, organizações, cidadania
El Impacto del Liderazgo Transaccional y Transformacional sobre la Ciudadanía Organizacional
Resumen
Se investigó el impacto de los estilos de liderazgo transaccional y transformacional sobre los comportamientos de la ciudadanía
organizacional. La muestra fue compuesta por 213 trabajadores de ambos sexos, que respondieron al Cuestionario Multifactorial
de Liderazgo y a la Escala de Comportamientos de la Ciudadanía Organizacional (CCO). Los análisis de regresión múltiple lineal
estándar evidenciaron que: el estilo de liderazgo transaccional predice positivamente la dimensión de los CCO asociada a la crea-
ción del clima favorable a la organización en el ambiente externo; el estilo de liderazgo transformacional predice positivamente
las dimensiones de los CCO relacionadas a las sugestiones creativas al sistema; la creación del clima favorable a la organización
en el ambiente externo, al auto entrenamiento y la cooperación con los compañeros; el estilo de liderazgo transformacional
presentó mayor poder predictivo sobre los CCO, que el estilo de liderazgo transaccional. Se concluyó que los líderes transfor-
macionales se muestran más aptos a llevar a sus subordinados a adoptar acciones que van más allá de sus papeles prescriptos.
Palabras clave: liderazgo, comportamiento organizacional, organizaciones, ciudadanía
Leadership can be defined as the ability to motivate
and influence the activities of groups of subordinates,
in an ethical, respectful and loyal manner, so that they
can contribute to the achievement of objectives the
team and the organization hold in common (Hersey
& Blanchard, 1986). In recent decades, various lea-
dership theories have been developed and empirically
tested. More recently, however, one theory on which
great research has been done is that of transforma-
tional versus transactional leadership (Bass, 1990). In
transformational leadership, the leaders appoint goals
that go beyond the short-term objectives and are
concentrated on higher organizational needs. In tran-
sactional leadership, on the other hand, appropriate
resource exchange in the short-term is the focus.
The transactional and transformational leader-
ship styles have shown to be associated with various
organizational outcomes, including satisfaction at
work, commitment to work and productivity (Wang,
Oh, Courtright, & Colbert, 2011). In this research, the
2. Rodrigues, A. O. & Ferreira, M. C. Leadership and Organizational Citizenship Behaviors
Psico-USF, Bragança Paulista, v. 20, n. 3, p. 493-504, set./dez. 2015
494
relations between the transactional and transformatio-
nal leadership styles and the organizational citizenship
behaviors are of particular interest.
The organizational citizenship behaviors can be
defined as individual and discretionary acts, which the
organization’s formal reward system does not recog-
nize direct or explicitly, and which promote its proper
functioning (Organ,1997). These behaviors have been
attracting scholars’ interest as they have shown to be
responsible for obtaining more motivated individuals
with competences focused on effectively complying
with the short and long-term organizational objectives
(Rego, 2002).
Various recent studies (Babcock-Roberson &
Strickland, 2011; Cho & Dansereau, 2010; Eboli, 2010;
Humphrey, 2012; Lian & Tui, 2012; Song, Kang, Shin, &
Kim, 2012; Suliman & Obaidly, 2013; Wang et al., 2011)
have verified the relationships between transactional
and transformational leadership styles and the organi-
zational citizenship behaviors. These studies, however,
have been mainly conducted in foreign samples.
Nevertheless, existing differences in the cul-
tural standards distinct societies have endorsed can
influence the attitudes and behaviors manifested in
the work context (Gelfand, Erez, & Aycan, 2007). In
the specific case of transformational and transactional
leadership, two diverging positions can be found in
the literature. One of them defends that the effecti-
veness of these leadership styles is universal, to the
extent that the task of motivating and influencing the
subordinates towards achieving the organizational
objectives is part of the leaders’ responsibilities in any
culture (House, Hanges, Javidan, Dorfman, & Gupta,
2004). Another position defends, nevertheless, that
the cultural values influence the leadership phenome-
non and, consequently, that the leadership styles in line
with those values tend to be more effective (House,
Dorfman, Javidan, Hanges, & Luque, 2013; Leong &
Fischer, 2011). Similarly, earlier studies have demons-
trated that cultural factors can stimulate or inhibit the
practice of organizational citizenship behaviors (Paine
& Organ, 2000), and that these factors also tend to
moderate the influence of the transformational and
transactional leadership on those behaviors (Cava-
zotte, Hartman, & Bahiense, 2014; Euwema, Wendt,
& Van Emmerik, 2007).
Therefore, additional studies are justified that
are capable of contributing to a further understan-
ding about the nature of the relationships between
transformational and transactional leadership and the
organizational citizenship behaviors in cultures that
have not been sufficiently explored yet, like in the case
of Brazil. Thus, in the literature survey undertaken in
Brazilian databases (Scielo, Lilacs, Pepsic, CAPES), a
single Brazilian study was located (Eboli, 2010) that was
focused on the above mentioned relationships, which
resulted from an unpublished Master’s thesis. Based on
these considerations, the general objective in this study
was to identify the impact of the transactional and
transformational leadership styles on the organizational
citizenship behaviors.
The Leadership Phenomenon
The literature on leadership evidences that, for a
long time, researchers in the area have been attempting
to develop a concept for this phenomenon, although
the authors who focus on the theme have not been able
to reach a universal concept of this phenomenon yet.
Nevertheless, the different definitions proposed for
the leadership phenomenon highlight the fact that it
is closely linked to the leader’s intentional influence on
the subordinates in certain situations (Fachada, 1998),
which made Yukl (1998) affirm that this influence pro-
cess is the essence of leadership.
In the course of the last decades, different theo-
ries have been developed to characterize leaderships,
although the theory of transformational and transac-
tional leadership is one of the most adopted theories
nowadays to study the effectiveness of leadership
(Piccolo & Colquitt, 2006). According to Bass and col-
laborators (Bass, Avolio, & Atwater, 1996; Bass, Avolio,
Jung, & Berson, 2003), transactional leaders motivate
their followers to reach established targets by clarifying
the roles and requirements of the tasks, as well as by
adopting rewards or punishments, when the targets are
reached or not. The transformational leaders, in turn,
motivate their followers through communication and
examples, attempting to inspire them and stimulate
them intellectually, so that they execute their tasks both
efficient and effectively.
According to the same authors (Bass et al., 1996;
Bass et al., 2003), transactional leadership can be des-
cribed in four dimensions: contingent reward – the
leader clarifies the objectives, offers rewards for good
performance and acknowledges accomplishments;
active management by exception – the leader observes
and looks for rewards and patterns, adopting correc-
tive attitudes when necessary; passive management by
exception – the leader intervenes only when the pre-
-established standards are not attended to; laissez-faire
3. Rodrigues, A. O. & Ferreira, M. C. Leadership and Organizational Citizenship Behaviors
Psico-USF, Bragança Paulista, v. 20, n. 3, p. 493-504, set./dez. 2015
495
– the leader waives his responsibilities and avoids
decision taking. Transformational leadership, in turn,
is characterized by the following four dimensions:
individual consideration – the leader grants personal
attention and treats each employee individually, offe-
ring training and advice; intellectual stimulus – the
leader stimulates the intelligence, rationality and care-
ful problem solving; inspiration – the leader sets high
expectations, uses symbols for his subordinates to
concentrate efforts and expresses important purposes
in a simple manner; charisma – the leader demonstra-
tes vision and communicates the sense of his mission
appropriately, thus gaining his subordinates’ respect
and trust, who become proud of having him as a lea-
der. This model was adopted in this study to investigate
the leadership styles.
The Organizational Citizenship Behaviors
The introduction of the expression organizatio-
nal citizenship behaviors (OCB) in the literature on
organizational studies is due to Organ and associates
(Bateman & Organ, 1983; Organ, 1997; Smith, Organ,
& Near, 1983). Bateman and Organ (1983) characterize
these behaviors as actions that are useful to the organi-
zation, which are neither imposed by the function nor
induced by the guarantee of a reward, thus constitu-
ting informal contributions the individuals can decide
to offer or reject, independently of sanctions or formal
objectives. In this research, the OCB were considered
as voluntary acts that go beyond the formally prescri-
bed functions for a certain job and which contribute to
the appropriate functioning of the organization.
One empirical research branch in the field on
organizational citizenship behaviors has been focused
on characterizing the dimensions of this construct, des-
pite the fact that scholars have not been able to reach a
consensus yet on its dimensions. In Brazil, in the study
by Porto and Tamayo (2003), five dimensions of OCB
were identified: (i) creative suggestions to the system –
refer to the behaviors of suggesting new ideas issued
to benefit the organization; (ii) protection to the system
– associated with producing actions aimed at protecting
the organizational property; (iii) creation of a climate
favorable to the organization in the external environ-
ment – related to the behaviors of disseminating the
advantages and merits of the organization beyond the
work environment; (iv) self-training – combines beha-
viors focused on seeking courses and events that can
contribute to improve performance at work; (v) coope-
ration with colleagues – comprises behaviors of helping
fellow workers aimed at benefiting the organization.
The model under analysis was adopted to investigate
the OCB in this study.
Transactional Leadership, Transformational Leadership and
Organizational Citizenship Behaviors
In transactional leadership, the core characteristic
is the relation of exchange established between lea-
ders and subordinates. In that sense, the transactional
leader clarifies the goals that are to be achieved and
makes it clear that the successful achievement of these
targets will imply rewards, while non-compliance with
the targets will imply punishments (Bass et al., 1996;
Bass et al., 2003). Hence, these leaders motivate their
subordinates by establishing mutual agreements that, if
effectively complied with over time, can be responsible
for the subordinates’ development of feelings of trust
in the leader (Whittington, Goodwin, Coker, Ickes,
& Murray, 2009). This trust can make them engage
in actions that go beyond the expectations about the
targets that are to be achieved in function of their for-
mal roles in the organization, leading the production
of organizational citizenship behaviors. In that sense,
some empirical evidence demonstrates that transactio-
nal leadership predicts the organizational citizenship
behaviors (Asgari, Silong, Ahmad, & Samah, 2008;
Podsakoff, MacKenzie, Paine, & Bachrach, 2000; Suli-
man & Obaidly, 2013; Whittington et al., 2009). Based
on these considerations, the following hypothesis was
established:
H1 – The transactional leadership style positively
predicts the organizational citizenship behaviors.
Transformational leaders, in turn, consider the
individual needs of their subordinates and encourage
them to prioritize the collective over the individual inte-
rests as a way to achieve the organizational targets and
the wellbeing of the group (Bass et al., 1996; Bass et
al., 2003). These behaviors highlight the standard of
reciprocity (Blau, 1964), which makes the subordinates
engage in a process of social exchanges with their lea-
ders (Goodwin, Wofford, & Whittington, 2001), that is,
it brings them to make efforts in favor of the organiza-
tion, as a way to return the treatment received by their
leaders (Boerner, Eisenbeiss, & Griesser, 2007). Thus,
they start to identify with the organizational targets and
share a collective identity that promotes the production
of behaviors focused on promoting the common good,
which characterize the organizational citizenship beha-
viors, like helping colleagues for example, overcoming
challenges for the benefit of the common good and
4. Rodrigues, A. O. & Ferreira, M. C. Leadership and Organizational Citizenship Behaviors
Psico-USF, Bragança Paulista, v. 20, n. 3, p. 493-504, set./dez. 2015
496
engaging in functions that are not directly associated
with the prescribed tasks. In that sense, a considerable
amount of empirical studies, undertaken in different
occupational contexts (Asgari et al., 2008; Boerner
et al., 2007; Eboli, 2010; Lian & Tui, 2012; Nguni,
Sleegers, & Denesen, 2006; Omar, Zainal, Omar, &
Khairudin, 2009; Piccolo & Colquit, 2006; Suliman &
Obaidly, 2013), as well as recent meta-analyses (Wang
et al., 2011), have appointed that the transformatio-
nal leadership styles are positive predictors of OCB.
Nevertheless, these relations have shown to be more
prominent in collective cultures (Euwema et al., 2007).
Therefore, based on these considerations, the following
hypothesis was formulated:
H2 – The transformational leadership style posi-
tively predicts the organizational citizenship behaviors.
According to Bass (1985), true leaders should
present both transactional and transformational
leadership behaviors, as these represent complemen-
tary styles. Nevertheless, the author defends that the
positive predictive power of the transformational lea-
dership style on the OCB is higher while, in principle,
the transactional leadership style is limited to exchan-
ges between the leader and subordinates related to the
behaviors expected for the function, despite the fact
that, over time, the leader can elicit behaviors that go
beyond the expectations for that function. The core
characteristic of the transformational leadership style,
on the other hand, is the increase in the subordina-
tes’ level of motivation and self-esteem, which would
naturally imply actions in favor of the organization
not limited to the performance of the roles prescri-
bed for the function. In that sense, different studies
(Mackenzie, Podsakoff, & Rich, 2001; Omar et al.,
2009; Zabihi & Hashemzehi, 2012) and meta-analyses
(Wang et al., 2011) have evidenced the stronger power
of the transformational leadership style to explain the
OCB than the transactional leadership style. There is
no consensus on these results though, as other studies
have concluded that transactional leadership has grea-
ter predictive power on the OCB when compared to
transformational leadership (Suliman & Obaidly, 2013;
Whittington et al., 2009). Other studies have observed
that neither transactional nor transformational lea-
dership directly affect the OCB (Dai, Dai, Chen, &
Wu, 2013). These contradictory results can be due to
the fact that these different studies were conducted in
distinct cultural contexts, as earlier evidences indicate
that the influence of these two leadership styles on
the OCB is moderated by cultural factors (Cavazotte
et al., 2014; Euwema et al., 2007). Therefore, in view
of the theory by Bass (1985), the following research
hypothesis was formulated:
H3 – The transformational leadership style has
greater predictive power on the OCB than the transac-
tional leadership style.
Method
Participants
A convenience sample was adopted. About 400
questionnaires were distributed to the employees of
four food industry and trade organizations, mainly
located in the Baixada Fluminense, State of Rio de
Janeiro, as one of the authors had contacts inside
these organizations. In total, 213 questionnaires were
returned, corresponding to a return rate of 53.2%.
The participants were predominantly male (56.3%),
between 18 and 51 years of age (mean = 28.66 years;
standard deviation = 7.29 years). As regards the marital
status, 49.8% were single and, concerning education,
46.5% had either finished or not finished higher edu-
cation. The length of work at the company ranged
between one and 25 years (mean = 4.08 years of work;
standard deviation = 3.42). What the position in the
company is concerned, administrative/operational
functions prevailed (70.4%).
Instruments
To assess the leadership styles, the short version
of the Multifactor Leadership Questionnaire (MLQ–
–5X), developed by Avolio and Bass (2004), was
used. The Portuguese version of the questionnaire
was purchased directly from the Editor Mind Garden
(www.mindgarden.com) and is protected by copy-
right, which is why its items are not fully displayed in
the text. Examples of the items include: “Reexamines
critical premises to check whether they are appro-
priate” (transformational leadership); “Focuses on
irregularities, errors, exceptions and expected stan-
dard deviations (transactional leadership)”.
The questionnaire consists of 36 items, to be
answered on five-point Likert scales, ranging from
never (0) to frequently (4), according to how the res-
pondent perceives the behavioral characteristics of
his immediate head. These items are grouped in six
factors, distributed across three scales. The transfor-
mational leadership scale consists of three factors
(charisma, intellectual stimulus and individualized
consideration) and the transactional leadership scale
5. Rodrigues, A. O. & Ferreira, M. C. Leadership and Organizational Citizenship Behaviors
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of two factors (active management by exception and
contingent reward), while the laissez-faire leadership
scale comprises a single factor (passive avoidance).
Confirmatory factorial analysis procedures, applied
to a sample of 3786 respondents from different
countries and occupations, confirmed the six-factor
structure of the tool, whose internal consistency coef-
ficients ranged between 0.63 (active management by
exception) and 0.92 (charisma). In addition, different
studies have joined evidence on the predictive validity
of the tool through the use of different criterion mea-
sures, like organizational commitment and intra and
extra-role performance (Avolio & Bass, 2004). In this
study, only the transactional and transformational lea-
dership scales were included. In view of the lack of
earlier studies on evidences of the validity of the tool
in Brazilian samples, this had to be verified, before the
research hypotheses could be tested.
To assess the organizational citizenship beha-
viors, the Organizational Citizenships Behavior Scale,
developed by Porto and Tamayo (2003), was used. The
tool consists of 41 items, to be answered on five-point
scales, ranging from never (0) to always (4), according
to the respondents’ actions with regard to their organi-
zation. These items are divided in five factors: creative
suggestions to the system (13 items); protection to the
system (seven items); creation of a climate favorable
to the organization in the external environment (eight
items); self-training (four items); cooperation with
colleagues (nine items). Examples of the items are: “I
give suggestions to solve problems in the sector where
I work” (creative suggestions to the system), “I try to
defend my organization” (protection to the system),
“I try to transmit the best impressions to people who
do not know this organization” (creation of a climate
favorable to the organization in the external environ-
ment), “I try to take part in professional recycling
courses” (self-training), “I offer help to colleagues
who are burdened” (cooperation with colleagues). In
the construction of this tool, exploratory factorial
analysis procedures were adopted, which originated
the five factors of the scale, with internal consistency
coefficients ranging from 0.80 (protection to the
system) to 0.91 (creative suggestions to the system)
(Porto & Tamayo, 2003). In this study, the reliability
coefficients of these scales, obtained using Cronbach’s
Alpha, corresponded to 0.89; 0.61; 0.92; 0.80 and
0.81, respectively. The data collection tool also inclu-
ded questions on the participants’ sociodemographic
characteristics and the free and informed consent
form.
Procedure
Initially, the research project was submitted and
received approval from the Institutional Review Board
at Universidade Salgado de Oliveira. Then, the mana-
gers and other workers of different food industry
organizations in one of the authors’ contact network
were contacted. In some cases, the managers gave per-
mission to develop the research and joined their teams,
asked them to complete the printed questionnaires and
collected them at the end. Another part of the data
collection was undertaken through direct contact with
the workers who, after accepting to contribute to the
research, received the data collection tools and, soon
after their completion, returned them directly to one of
the authors. The confidentiality and anonymity of the
answers were guaranteed to all participants.
Results
1. Validity Evidence of Multifactorial Leader-
ship Questionnaire (MLQ)
In the search for evidence on the validity of the
MLQ, initially, the premises of the exploratory factorial
analysis were verified. The Kaiser-Meyer-Olkin (KMO)
measure was equal to 0.92, indicating that the data were
appropriate for analysis. Similarly, Bartlett’s sphericity
test was significant (χ2
= 3977.35; p < 0.001), evidencing
that the correlations between the items permitted the
factorial analysis.
In that sense, the inter-correlation matrix among
the items was initially submitted to the principal com-
ponent analysis, which extracted five factors with
eigenvalues superior to 1, responsible for 61.0% of
the total variation in the tool. In addition, the screeplot
revealed two to four interpretable factors at most.
Thus, additional factorial analyses were developed
through the principal axis factor and oblique rotation
method, with an anticipated solution of two to four
factors. These analyses evidenced that the two-factor
solution best represented the internal structure of the
questionnaire, having explained 45.0% of the total
variation in the tool. Thus, the items were retained
with factor loadings superior to 0.30 in a single factor
and which demonstrated conceptual similarity with the
other items in the factor.
Factor 1 consisted of nine items and was called
transformational leadership, as it contained assertions
6. Rodrigues, A. O. & Ferreira, M. C. Leadership and Organizational Citizenship Behaviors
Psico-USF, Bragança Paulista, v. 20, n. 3, p. 493-504, set./dez. 2015
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associated with charisma, individualized consideration
and intellectual stimulation. Factor 2 consisted of five
items associated with active management by exception
and contingent reward, characteristics of transactional
leadership. Table 1 displays the factor loadings of the
items in these factors and their internal consistency
coefficients.
In summary, the final version of the Multifactorial
Leadership Questionnaire (MLQ) used in this research
consisted of 14 items, distributed in two factors. It is
corrected towards the dimension assessed. Thus, the
higher the score obtained on each subscale, the higher
the incidence of that dimension in the organization. All
subsequent analyses were developed using that version
of the scale.
2. Test of Research Hypotheses
In Table 2, the means, standard deviation and cor-
relations between the scales are displayed. To verify the
predictive power of the transactional and transforma-
tional leadership styles on the organizational citizenship
behaviors, five multiple linear regression analyses were
developed, in which the two leadership styles served as
the predictive variables and the different citizenship fac-
tors as the criterion variable. What the factor associated
with the creative suggestions to the system is concer-
ned, the model was significant and explained 12% of
the variance in the criterion variable. Nevertheless, only
the transformational leadership was a positive and sig-
nificant predictor of this criterion variable (Table 3).
Concerning the protection to the system, the
regression model was significant but explained only
3% of the variance in the criterion variable. In addi-
tion, none of the two predictors showed significance
(Table 3). As regards the creation of a climate favorable
to the organization in the external environment factor,
the model was significant and explained 26% of the
variance in the criterion variable. In this model, both
transformational and transactional leadership served
as positive and significant predictors of the criterion
variable, although transformational leadership obtained
a higher predictive power (Table 3).
In the analysis of the self-training factor, the
regression model demonstrated significance and
explained 13% of the variance in the criterion varia-
ble. Nevertheless, only transformational leadership was
a positive and significant predictor of this dependent
variable (Table 3).
In the regression analysis using the cooperation
with colleagues factor, finally, the regression model was
significant but explained only 10% of the variance in
the criterion variable. Nevertheless, transformational
leadership showed to be a positive and significant pre-
dictor of this variable (Table 3).
Discussion
The general objective in this research was to
investigate the impact of the transactional and trans-
formational leadership styles on the organizational
citizenship behaviors. The multiple regression analy-
ses evidenced that the transactional leadership style
positively and significantly predicted the OCB dimen-
sion associated to the creation of a climate favorable
to the organization in the external environment only,
which partially confirms Hypothesis 1. Thus, it was
verified that, in this sample, the leadership style based
on relations of exchange and rewards between lea-
ders and subordinates (Bass, 1990) was only effective
to predict the behaviors associated with the dissemi-
nation of a good organizational image in its external
environment. These results are consistent with diffe-
rent earlier studies (Asgari et al.,2008; Podsakoff et
al., 2000; Suliman & Obaidly, 2013; Whittington et al.,
2009) that also found the predictive power of transac-
tional leadership on the OCB.
Table 1
Factor Loading of Items in the Transformational and
Transactional Leadership Scales
Items F1 F2
31 0.84
15 0.78
30 0.79
10 0.82
18 0.66
29 0.61
32 0.80
23
2
0.70
0.66
27 0.58
4 0.37
22 0.34
11
24
0.29
0.29
α 0.92 0.71
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499
Transactional leadership basically rests on
rewarding appropriate behaviors and punishing coun-
terproductive behaviors (Bass, 1999). Thus, it is related
to links of exchange, of giving and receiving between
leaders and subordinates. Therefore, the subordina-
tes are motivated by the leader’s promises or are, on
the opposite, corrected by the negative feedback, by
rejections or by disciplinary actions. In that sense, the
transactional leadership style tends to make the subor-
dinates become loyal and obedient to their organization
(Bass, 1985). The behavior of creating a climate favo-
rable to the organization in the external environment,
in turn, is associated with behaviors of disclosing the
organization’s advantages and merits beyond the work
environment (Porto & Tamayo, 2003), which can be
interpreted as a behavior of loyalty to the organiza-
tion. Thus, one would expect transactional leadership
to serve as a predictor of this behavior, which actually
happened.
As regards the transformational leadership style,
the data demonstrated that this style positively and
significantly predicted the OCB dimensions related to
offering creative suggestions to the system, to creating
a climate favorable to the organization in the external
environment, to self-training and to cooperation with
fellow workers. These findings almost fully confirm
Table 2
Means, Standard Deviations and Correlation Coefficients between OCB and Leadership Styles
MD SD 1 2 3 4 5 6
1. 2.46 1.02
2. 2.56 0.82
____
0.65** ____
3. 2.94 0.63 0.34** 0.25** ____
4. 3.45 0.58 0.17** 0.17** 0.52** ____
5. 3.01 0.83 0.47** 0.40** 0.66** 0.48** ____
6. 2.63 0.96 0.35** 0.28** 0.46** 0.27** 0.45** ____
7. 3.31 0.52 0.32** 0.20** 0.70** 0.51** 0.56** 0.32**
** p < 0.01
Transformational leadership; 2. Transactional leadership; 3. Creative suggestions to the system; 4. Protection to the system; 5. Creation of cli-
mate favorable to the organization in the external environment; 6. Self-training; 7.Cooperation with colleagues.
Table 3
Multiple Linear Regression of Leadership Styles on Organizational Citizenship Behaviors
Predictive
variables
Creative
suggestions
to the system
Protection to
the system
Creation of climate
favorable to organization in
external environment
Self-training
Cooperation
with colleagues
β β β β β
Transformational
leadership
0.30** 0.11 0.38** 0.30** 0.31**
Transactional
leadership
Adjusted R²
F
0.08
0.12
14.79**
0.11
0.02
0.15
0.18*
0.26
37.28**
0.10
0.13
16.83**
0.02
0.10
11.94**
* p < 0.01; **p < 0.001
8. Rodrigues, A. O. & Ferreira, M. C. Leadership and Organizational Citizenship Behaviors
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500
Hypothesis 2 and are also consistent with different
studies (Asgari et al., 2008; Boener et al., 2007; Eboli,
2010; Lian & Tui, 2012; Nguni et al., 2006; Omar et al.,
2009; Piccolo & Colquitt, 2006) that have also demons-
trated the efficacy of the transformational leadership
style to positively predict the OCB.
The transformational leaders tend to motivate
their subordinates to surpass the expectations (Bass,
1985), adopting, for example, attitudes and behaviors
that go beyond the individual interests and prioritize
the collective causes (Eboli, 2010). Thus, it is unders-
tandable that this leadership style constituted a strong
predictor of the behaviors to create a climate favo-
rable to the system, as this kind of behavior, above
all, benefits the organization collectively (Podsakoff
et al., 2000).
Another characteristic of transformational lea-
ders is the fact that they grant their subordinates
autonomy and encourage them to cope with the pro-
blems as a way to enhance their performance and
efficacy (Bass et al., 2003). Consequently, the subor-
dinates would be expected to demonstrate a stronger
trend to present creative suggestions to the system,
as they feel more autonomous and independent to
propose solutions that help them to cope with the
difficulties and contribute to increase their perfor-
mance, which would include the presentation of
creative suggestions.
Transformational leaders can also be considered
as agents of change, as they attempt to develop and
transform the attitudes and beliefs of their subordi-
nates (Bass, 1985), through the adoption of strategies
that are capable of making them more aware of their
needs for accomplishment, self-recycling and wellbeing
(Bass, 1990). In that sense, it is predictable that they
positively influenced the OCB dimension associated
with self-training, as this behavior is characterized by
actions related to the individual search for training offe-
red internal or externally to the organization (Katz &
Kahn, 1978), as a way for the individuals to improve
their performance and feel more fully accomplished as
persons and professionals.
Finally, the transformational leaders tend to
develop actions aimed at integrating, coordinating and
facilitating the activities of their subordinates (Bass,
1990). Hence, they play a fundamental role in the crea-
tion of a cooperative environment (Eboli, 2010), which
explains the fact that this leadership style constituted
a positive predictor of behaviors of cooperation with
colleagues, as this behavior corresponds to discre-
tionary actions that are aimed at helping people with
specific tasks (Organ, 1997).
In summary, the transformational leaders gain
their subordinates’ trust and admiration (Piccolo &
Colquitt, 2006). Based on this relationship of trust,
they are able to promote high levels of identification
and commitment of their subordinates to their own
objectives as leaders and to the organizational objec-
tives (Bass, 1999). It is through these processes that
the transformational leader will probably promote
the organizational citizenship behaviors, thus achie-
ving more engaged and altruistic subordinates who
are more willing to contribute to their organizations,
through actions that go beyond their prescribed roles
(Podsakoff et al., 2000).
It was also observed that transformational lea-
dership demonstrated greater power to predict four of
the OCB dimensions when compared to transactional
leadership, which almost fully confirmed Hypothesis 3.
These results are in line with different studies (Macken-
zie et al., 2001; Omar et al., 2009; Zabihi & Hashemzehi,
2012; Wang et al., 2011) that have highlighted the fact
that, although both leadership styles (transformational
and transactional) positively influenced the OCB, it is
transformational leadership that is most strongly rela-
ted to the OCB.
According to Bass (1985), the transformational
leaders exert stronger influence processes than the
transactional leaders because the latter remain limited
to reacting to the problems when they receive them,
that is, they only try to solve them to achieve preset
objectives. When confronted with problems, on the
opposite, the transformational leaders question them,
with a view to contributing to the construction of a
collective objective. In other words, the transforma-
tional leaders are more proactive, because they work
to enhance the development and innovation of the
individual, group and organization, instead of merely
achieving the expected performance (Avolio & Bass,
2004). Consequently, they show to be more capable
of arousing their subordinates’ organizational citi-
zenship behaviors than the transactional leaders. In
short, the transformational leaders usually reveal to be
more capable of originating organizational change by
stimulating higher levels of organizational citizenship
in their subordinates when compared to the transac-
tional leaders (Podsakoff, MacKenzie, Morrman, &
Fetter, 1990).
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501
Final Considerations
This study intended to investigate the impact of
the transactional and transformational leadership sty-
les on the organizational citizenship behaviors. The
results obtained demonstrated that: the transactional
leadership style positively predicted the OCB dimen-
sion associated with the creation of a climate favorable
to the organization in the external environment; the
transformational leadership style predicted all dimen-
sions of the OCB, except for the dimension associated
with the protection of the system; the transformational
leadership style demonstrated greater power to predict
the OCB when compared to the transactional leader-
ship style.
Based on these results, some suggestions can be
elaborated and maybe implemented in the future, with
a view to strengthening the subordinates’ organizatio-
nal citizenship behaviors. As the evidence found here
demonstrated that transformational leadership beha-
viors can more strongly influence the OCB, it would
be interesting for the organizations interested in enhan-
cing their members’ OCB to develop strategies aimed
at showing their managers the importance of adopting
these transformational behaviors, through training and
qualification programs for managers, workshops, lectu-
res and seminars, as a way to gain their team’s trust and
increase their level of safety and stability, granting them
a work environment that makes them produce more
OCB.
As regards a future research agenda, mediation
studies should be developed, which can further the
understanding of the mechanisms through which the
leadership behaviors influence the organizational citi-
zenship actions. In addition, other studies of the same
kind in specific professional samples can also contribute
to further the knowledge about the relations between
the leadership styles and the organizational citizenship
behaviors in Brazilian samples.
Finally, the limitations in this research should be
highlighted. The fact that it was mostly developed in
the state of Rio de Janeiro only reduces its generali-
zability. A second limitation refers to the fact that a
single type of informant (the subordinates) answered
the questions about the leader and subordinates. Thus,
the common method variance may have affected the
results obtained. Finally, the answers may have been
the socially most acceptable ones instead of the most
sincere answers, considering that, in some organiza-
tions, the leaders asked their subordinates to answer
the questionnaires, which may have made them choose
answers that would not compromise them. Never-
theless, it can be concluded that this research is of
theoretical and practical importance, as a model was
proposed and tested that included variables hardly
explored in Brazilian samples.
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Sobre as autoras:
Alexandra de Oliveira Rodrigues é psicóloga e mestre em Psicologia, com atuação em organizações. Atualmente é
docente no ensino superior e profissionalizante militar do Departamento de Educação e Cultura do Exército, desen-
volvendo a implantação do Ensino por Competências como Oficial Técnica.
E-mail: alexandra.psique@gmail.com
Maria Cristina Ferreira. Psicóloga, é mestre e doutora em Psicologia, com atuação na área de organizações. É
atualmente professora titular e coordenadora do Programa de Pós-Graduação em Psicologia da Universidade Salgado
de Oliveira (UNIVERSO).
E-mail: mcris@centroin.com.br
Contato com as autoras:
Maria Cristina Ferreira
E-mail: mcris@centroin.com.br
Rua Marquês de Valença, 80 apt 602 – Tijuca – Rio de Janeiro/RJ
CEP: 200.550-030