Examining The Impact Of Transformational And Transactional Leadership Style On Work Attitudes Motivation And Work Outcomes In Nonprofit Organizations

In an effort to better understand leadership and turnover in the nonprofit sector, this study investigated the impact of transactional and transformational leadership style on work attitudes, motivation, and work outcomes in nonprofit organizations. Hierarchical multiple linear regression analyses were conducted. Neither transactional leadership nor transformational leadership were significant predictors of turnover. Only transactional leadership was found to be a significant predictor of organizational citizenship behaviors. Transactional leadership was a significant predictor of perceived organizational support, affective commitment, procedural justice, and continuance commitment. Transformational leadership was a significant predictor of job satisfaction, perceived organizational support, and procedural justice. Finally, mediation analyses were conducted to determine if work attitudes and motivation mediate the relationship between transactional and transformational leadership styles and work outcomes. Affective commitment, job stress, satisfaction, and procedural justice collectively fully mediate the effect of transactional leadership on turnover and also fully mediate the effect of transformational leadership on turnover. Work and meaning, perceived organizational support, and public service motivation collectively fully mediate the effect of transactional leadership on organizational citizenship behaviors and also fully mediate the effect of transformational leadership on organizational citizenship behaviors. This study presents initial evidence of the relationship between public service motivation and organizational citizenship behaviors in the nonprofit contextFurther exploration of transformational leadership in the nonprofit context needs to be conducted given that this study was not able to confirm several findings in the previous research literature regarding public and private sector employees.

In mental health and substance abuse organizations, mental health counselors and managers serve as essential personal for ensuring staff are supported. Mental health managers hold a critical role in providing guidance to counselors, which ultimately impact the quality of the care provided to patients in mental health and substance abuse organizations. Transformational and transactional leadership is noted to be effective for a variety of organizations. However, the role that transformational and transactional leadership plays in mental health and substance abuse organizations is absent in previous literature. For this study, a qualitative exploration of transactional and transformational leadership influence on the relationship between counselor and manager relationship was explored.

This book provides the most thorough view available on this new and intriguing dimension of workplace psychology, which is the basis of fulfilling, productive work. The book begins by defining work engagement, which has been described as ‘an opposite to burnout,’ following its development into a more complex concept with far reaching implications for work-life. The chapters discuss the sources of work engagement, emphasizing the importance of leadership, organizational structures, and human resource management as factors that may operate to either enhance or inhibit employee’s experience of work. The book considers the implications of work engagement for both the individual employee and the organization as a whole. To address readers’ practical questions, the book provides in-depth coverage of interventions that can enhance employees’ work engagement and improve management techniques. Based upon the most up-to-date research by the foremost experts in the world, this volume brings together the best knowledge available on work engagement, and will be of great use to academic researchers, upper level students of work and organizational psychology as well as management consultants.

Leadership styles and organizational culture are important to the commitment and motivation of staff members of nonprofit organizations. To date, the studies that examine the relationship between these variables can have blurred lines which make it difficult to reach an end result that shows a true correlation between leadership styles and the motivation and commitment of employees. The purpose of this quantitative and descriptive study is to observe the relationships between laissez-faire, transformational and transactional leadership styles (Peng et al., 2019) and the level of motivation and commitment of employees in a nonprofit organization in Los Angeles California (Grant,2012). This study proposes to survey employees of a nonprofit organization using three methods. The employees will use surveys to assess their perception of the style of leader they work for, their own motivation, and finally their commitment level to the organization. The survey responses will be collected using an online anonymous platform and analyzed for descriptive /correlational relationships using SPSS. Findings will help clarify the relationships between employee motivation and commitment within each of the three leadership styles. The implications for encouraging change within Beit T'Shuvah from this project will embrace the idea of attending to the needs of the employees in order to make them feel more motivated and in turn committed to their job. Once this information is shared with the leaders, there will be a greater chance to evaluate their behaviors and make changes where necessary. This might result in less turnover and higher employee satisfaction.

According to government policy, all public universities in Thailand must become autonomous management by itself support all activities. Therefore, the leaders are important person who responsible for success or failure of organization. The purpose of study is to explore the effect of transformational and transactional leadership behavior to subordinates job satisfaction and organizational commitment affect to team effectiveness. The full range leadership models of transformational and transactional leadership style had been used as a theoretical framework of study. The Multi Leadership questionnaires (MLQ-5X) was used to collected data and measure the characteristics of the leaders. The respondents were separated into two groups, organization and subordinates level. The statistical technique consist of structural equation model (SEM) by software AMOS version 8 was used. The result showed the relationship, direct and indirect effect of transformational and transactional leadership behavior to subordinate's job satisfaction, organizational commitment that impact to team effectiveness. The result of individual level found that subordinates' job satisfaction had higher direct effects from transactional leadership. All variables had significant positive effects to team effectiveness. Subordinates' job satisfaction and organizational commitment found high significant relationship affect to team effectiveness. Organizational commitment had higher direct effects from transactional leadership. In organization level found different result from individual level. Transformational leadership found higher significant relationship to subordinate's job satisfaction and high relationship to organizational commitment. Transactional leadership had direct effect and high relationship to team effectiveness in both groups. Transactional leadership found higher effect to team effectiveness than transformational leadership.

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.

This title addresses the unique challenges of leading nonprofit organisations, including a unique focus on the personal development of the nonprofit leader. This important resource covers board governance, motivating and evaluating employees and volunteers, and meeting funding challenges.

As modern organizations seek for changes to enhance their competitive positions and their survivability in global markets, the successful implementation of organizational change has become an important management task. But still, many companies are unable to succeed in change processes. Failures show that there is considerable room for researchers to provide insights into opportunities for improving the success of organizational change events. Given the fact that individuals are the most important units in organizational change, a successful implementation requires employees’ acceptance and support. Hence, employees ́ positive attitudes and their Work Engagement are considered to be fundamental requirements. Nevertheless, there is limited understanding of the multitudinous factors associated with employees ́ decision to support organizational change. Basically, organizational change is stressful as it requires the readiness to embrace change and the readjustment of employees’ routine tasks. In this regard, leadership is considered to be one of the most important variables affecting the attitudinal dimension of organizational processes. In respect of the types of leadership behavior and their exchange relationship with followers, several reviews and meta-analyses have shown that Empowering Leadership can result in individual, group and unit performance beyond expectations. Empowering Leadership implies sharing power to foster employees’ motivation and engagement in their work. Empowering Leadership emerges when supervisors foster trust-based relationships with followers, show interest in their personal problems, facilitate participative decision-making and coach them to be more self-reliant. These specifications show that this leadership style is highly relevant to Employee Work Engagement. However, relatively few studies have tested how and why Empowering Leadership relates to Follower Work Engagement in organizational change environments.

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.