An Investigation Of Transformational And Transactional Leadership Styles In Personal Social Service Organizations Microform

The dissertation examines the applicability of transformational and transactional leadership style to personal social service organizations. The Executive Directors and their subordinates from 92 Children's Aid Societies and Children's Mental Health Centres in Ontario participated in the study. The results indicate significant positive relationships between transformational leadership (TFL) and job satisfaction, commitment, leader effectiveness, and satisfaction with the leader. While not as robust, significant negative relationships were found between transactional leadership (TAL) and job satisfaction, commitment, leader effectiveness, and satisfaction with the leader. It is pointed out that TAL and TFL are derived by averaging eight discrete factors into two sources. This procedure allows for a comprehensive analysis of TFL and TAL leadership, but results in the loss of information regarding the relative importance of the individual factors making up the score. The dissertation concludes with suggesting that TFL and TAL are useful factors in examining leadership in personal social service organizations. However, while the TAL concept is relevant as an appropriate leadership style, the adequacy of Bass' Multi-Factor Leadership Questionnaire used to measure TAL is questioned. This research reflects that TAL and TFL is perceived as a bipolar concept rather than an independent one as suggested by Bass (1985). Areas for future research are suggested including the role of personal values in TFL; the measurement of TAL; the relevance of TAL and TFL to more direct service positions; and management training programmes to promote the development of TFL.

The book is based on exploratory research carried out by the author in Indian Business Organizations. It gives insights to Employee Empowerment and five important leadership styles namely Transformational Leadership, Transactional Leadership, Servant Leadership, Abusive Leadership and Ethical leadership and their characteristics based on the researches carried out by the scholars and gurus in these fields. Transformational leadership, servant leadership and ethical leadership style enhance the employee empowerment while transactional leadership has no role in employee empowerment. The book highlight that abusive leadership style is used by many leaders and has negative impact on employee empowerment. Employee empowerment results in Quality of Work Life, Commitment and Job Involvement in employees which enhance competitiveness of the organization. It also emphasizes the important of personal characteristics of employees required to make them empowered. Some employees like to be empowered while some others do not. This book provides guidance to new researchers in the field of leadership and employee empowerment to carry out further researches in these fields in various countries and cultures. The book will guide the managers to identify and enhance the required characteristics to be a successful leader. This book will be a new milestone in the above fields of research and beacon to the practicing managers to navigate them to higher success.

Twenty-first-century challenges abound for people in leadership roles in the helping professions (i.e., social work, nursing, teaching, public health, and social services). It is the mission of these professionals to facilitate change not only for consumers of their work, but also for organizations and communities. While many books written for human services leaders focus on leadership roles and tasks, Transformational Leadership for the Helping Professions explores growth in leadership, coupled with key competencies. The text also combines both classic and current theories on leadership, with a philosophical lens on its meaning and practice in human services settings. Social workers, nurses, teachers, public health workers, and community leaders will find the text to be a useful guide in strengthening their consideration of leadership theory while they practice in day-to-day work. Additionally, educators and students of leadership in the helping professions will gain a solid understanding of key facets of leadership practice within a framework that inspires a social justice, empowerment, and cultural humility perspective.

Organizations deal with employee retention (e.g., retaining employees, stemming attrition, mitigating intent to leave an organization) in a number of ways. Examining the relationship one has with his/her manager, and the leadership style of one's manager, are valuable factors in retaining employees. LMX (leader-member exchange) is the quality of relationship between leaders/managers and members/employees and is based on trust and reciprocity between parties. Passive leaders avoid management issues and only act when they have no other choices. Transactional leaders are exchange-based individuals that provide rewards (e.g., compensation) in exchange for work completed by employees. Transformational leaders go beyond this and view employees as individuals rather than organizational resources, often using motivation and charisma to accomplish organizational goals and objectives. Servant leadership looks at managers as servants first, and how serving others can contribute to positive job outcomes. This is evident in the social and human services industry where employees are considered key contacts for clients who have intellectual and developmental disabilities (IDDs). This study looks at two social services organizations (SSOs) located in Southeastern Pennsylvania. Out of 185 employees, 128 were examined via survey instruments from tested studies such as LMX, four styles of leadership, and retention/turnover intention. Using a quantitative correlational approach, findings suggest that LMX has a moderate negative correlation with turnover intention, as LMX increases, intent to leave decreases; that passive leadership is detrimental to LMX; and that three forms of leadership style, transactional, transformational, and servant, positively impact LMX and, therefore, contribute to increased employee retention.

This work examines the use of transformational and transactional leadership in two types of human service organizations. Applying the transformational leadership model developed by Burns (1978) and Bass (1985), the researcher explores the variations of how this model is practiced between leaders in community based non-profit organizations (CBO) and leaders in government social services. Differences in variables between individual leaders (such as sex, age and education) are also explored. The 45-item Multi-factor Leadership Questionnaire (MLQ) is used as the measurement tool. The researcher suggests the transformational leadership model is useful and can be applied to social workers and other human service disciplines as a means of understanding and enhancing leadership ability.

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Leadership and followers' performance has always attracted organizational scholars' attention. Leadership is considered as one of the important factor, responsible for organizational and team's performance. Earlier studies mostly conducted in US and European countries and have mentioned a positive association between leadership and employees' job performance. Few authors have reported negative linkage between transactional leadership style and employees' performance. Most of these studies were conducted in public organizations. Here, we conducted this study in Pakistani work context to check the leadership effects on subordinates' task performance and organizational citizenship behaviors (OCBs). We also checked the possible mechanism involved in this leader-follower relationship. Some authors have checked organizational politics and organizational justice as possible underpinning mechanism, while we tested employees' self- and collective efficacy as one of the possible mechanism. Our direct hypothesized relationships were between two leadership styles (transactional and transformational) and employees' task performance, OCBs, self- and collective efficacy. Our results were partially similar to previous studies while partially different for direct relationships. Both transactional and transformational were found positively related to employees' task performance, OCBs, self- and collective efficacy. Transactional leadership was a stronger predictor of employees' task performance while transformational leadership proved a stronger predictor of employees' OCBs. Both employees' self- and collective efficacy proved to be mediators between both leadership styles (transactional and transformational) and employees' task performance and organizational citizenship behaviors. Self-efficacy proved a stronger mediator between transactional leadership and employees' task performance while collective efficacy was stronger mediator between transformational leadership and employees' OCBs.