The Nexus between Transformational Leadership and Team Effectiveness: A Conceptual Review (Published)
Transformational leaders motivate followers to achieve performance beyond expectations by transforming their attitudes, beliefs, and values as opposed to simply gaining compliance. Transformational leadership was conceptualized as being composed by four independent dimensions, known as the four “I”s : inspirational motivation (the sense of drive that the leader inspires in followers and that produces additional, goal-oriented energy for the group or organization), intellectual stimulation (the boost in creativity in followers that the leader stimulates by encouraging an independent and innovative way of thinking), idealized influence (exemplary behaviour of the leader that generates respect and trust and makes followers proud of their group and organization), and individualized consideration (perception that the leader genuinely cares for followers and their well-being). This paper examines the nexus between transformational leadership and team effectiveness.
Influence of leadership style on team effectiveness: A study of selected Guaranty Trust Bank (GTB) branches in Lagos (Published)
Business organizations require astute leadership to achieve stated goals through teams whose members collaborate both effectively and efficiently. The banking sector is one in which leadership and team effectiveness are at the core of organizational excellence. However, increasing cases of poor corporate performances and bank distresses require that the link between leadership and team effectiveness be empirically ascertained. Thus, this study sought to determine if leadership style, evaluated from the angles of communication and talent management approaches have significant effects on team effectiveness in some branches of Guaranty Trust Bank in Lagos State. Anchored on transformational leadership theory and ‘Blake and Mouton’s Managerial Grid’, the study employed both qualitative and quantitative methods to conduct its investigation. In the end, the transactional leadership style was found to be the predominant style of leadership in Guaranty Trust Bank, while the assertive communication style was found to have the most positive effect on team effectiveness. Also, the strategic pool approach to talent management, wherein the leader is involved in the professional development of the team members was found to have the most significant effect on team effectiveness. Furthermore, qualitative results indicated that a team leader will have to alternate between several approaches to communication and talent management to get the best out of their teams. It was, therefore, recommended that leadership development programs in banks should be designed to equip team leaders with requisite communication and talent management skills to enhance both team and organizational performances.
: This literature review aims to understand transformational leadership as a theory and its application, especially in the field of education. This study reviews nine qualitative works on the use of transformational leadership theory in education and identifies three major themes: 1.) globalization and multiculturalism, 2.) behaviour and preparedness, and 3.) achievement. In reviewing these works, the authors focus on how transformational leadership influences the behaviour and practice of leaders in an effort to improve student achievement. The authors also examine limitations to the application of transformational leadership. Ultimately, the researchers determine that transformational leadership requires leaders to demonstrate specific skills focused on the equitable implementation of major reforms.
Principals’ Transformational Leadership Practices as Determinants of Organizational Commitment and Value Re-Orientation among Secondary School Teachers (Published)
This paper examined the transformational leadership practices of secondary school principals and the extent to which they predict organizational commitment and value re-orientation of teachers in Akwa Ibom State, Nigeria. Survey design was adopted for the study. Seven hundred and ninety-nine respondents were drawn using stratified random sampling technique from a population of 5,339 teachers for the study. One research question and two hypotheses guided the study. An instrument with 48 items titled “Principals’ Transformational Leadership Practices, Organizational Commitment and Value Re-orientation Questionnaire” was utilized for data gathering. Cronbach Alpha reliability index of the instrument was 0.88. Multiple statistical procedures such as means, standard deviation and regression analysis were employed in data analysis. The two hypotheses were tested at 0.05 level of significance. From the findings it was revealed that principals’ transformational leadership practices were high, while there was a significant effect of principals’ transformational leadership practices on organizational commitment and value re-orientation of teachers. Premised on the findings of the study, it was recommended that managers of secondary education should encourage principals to adopt transformational leadership style since this has been found to positively affect organizational commitment and value re-orientation of teachers.
Kiai’s Transformational Leadership in Establishing Organizational Culture at Gender Pesantren (Published)
The key success of educational institutions, including pesantren, lies in its leadership aspect. That is through a transformational leadership style which is able to bring changes to the institution. One of the impacts of the change is to shape effective pesantren supported by a strong organizational culture. Therefore, the transformational leadership style applied by KH. Muhyiddin Abdusshomad in pesantren Nurul Islam Antirogo is very effective in establishing pesantren culture and shaping the behavior of all pesantren civitas. This study aims to identify and analyze the transformational leadership style of Kiai (the pesantren leader) when building a pesantren culture. To identify the leadership style of the Kiai, the researcher uses Bass & Riggio’s view of four transformational leadership factors: idealized influence, inspirational motivation, intellectual motivation, and individual consideration. The study found that KH. Muhyiddin Abdusshomad built a pesantren culture by implementing Islamic doctrines. The effectiveness of self-leadership of Kiai in pesantren is also not separated from the normative doctrine of Islam, so that the Kiai’s transformational leadership style is based on Islamic values.
Transformational Leadership Model In Core Values Learning Of Faith Based Humanitarian Organizations Wahana Visi Indonesia (Published)
Presently, religious communities are experiencing a leadership crisis in various scientific fields, such as social, economic, etc. Leadership problems occur within the scope of religion, especially in the faith-based organizations (FBO) which are organizations that build their system, identity, duties and authority and even their leadership model based on faith or religion. This research is using qualitative method with experimental case study approach and the data collection system was done in natural setting using primary data source, and data collection technique on participant observation, using in-depth interview and documentation. The selection of informants was done based on the technique of purposive sampling with the number of informants as many as 32 informants. In this research, it is concluded that (a) The implementation of transformational leadership in learning 3 (three) core values in Wahana Visi Indonesia has not been fully and maximally applied in bridging between the organization’s identity as FBNGO and the factors in transformational leadership; (b) The management of Transformational leadership in faith-based institutions (Faith Based NGO) is directed toward a major value-transformation orientation in which the idealizing of a leader is an exemplary factor and wanted to be imitated by staff in the form of values of a leader’s character and behaviour; (c) The changes resulted from transformational leadership have 4 (four) components: idealizing influence, inspirational motivation, intellectual stimulation and attention to subjects in core values learning.
The present study aims to examine the impact of leadership styles on organizational commitment at Jordanian banks. The study’s sample consists of (390) employees that will help answering the study’s questions and hypotheses; besides, the researcher developed a questionnaire for the detection of leadership styles dimensions (transformational leadership style, transactional leadership style ,and laissez faire leadership style) and the level of organizational commitment. The most important findings and conclusions of the research are: The arithmetic mean of the estimates of employees at Jordanian banks towards leadership styles were moderate. The arithmetic mean of the estimates of employees at Jordanian banks towards organizational commitment were moderate. Regression results indicates that there is statistically significant effect for leadership styles on organizational commitment at Jordanian banks. Besides transformational leadership style influence came first concerning the size of the effect.
Application Venues of Counter-Current Development Model (CCDM) in Developing Countries: Imperative For the Knowledge Driven Economy (Published)
This paper explains the nitty-gritty in the application of Counter-Current Development Model (CCDM) for the developing economies. It examines several ways of CCDM applications such as visionary and transformational leadership, competitive and human capital development, research for sustainable development, productive economy (energy, agricultural, technological and industrial developments were highlighted), development and modernization (food security/modernization and national security, peace and unity); and then feedback. All these were illustrated with diagrams for conceptual and theoretical frameworks. Other CCDM application venues include: provision of conducive environment for competitive economic activities; need for people-centred political system and issues of revolution. It concludes with recommendations on peaceful revolution strategies.
Ready to Take Off With 21st Century Leadership Styles to Influence Teacher Commitment in the Central Region of Ghana. (Published)
The study investigated the relationship between head teachers’ leadership styles and their teachers’ commitment. The ‘full-range leadership theory’ by Bass and Avolio (1995) and the ‘organizational commitment model’ guided the study. The study employed a cross-sectional survey design by collecting both quantitative and qualitative data. Data were collected by an adapted version of Bass and Avolio’s (1997) Multifactor Leadership Questionnaire, Meyer and Allen’s (1991) Organizational Commitment Questionnaire to gather quantitative data, and self-constructed semi-structured interview guide was used to gather qualitative data. A multistage sampling technique was used to select 254 head teachers and their teachers from public basic schools in Ekumfi District. The quantitative data were analyzed using descriptive statistics (mean, standard deviation) and inferential statistics like Pearson’s moment correlation and multiple regressions were generated whiles the qualitative data were analyzed through content analysis. The findings revealed a weak but significant positive correlation between leadership styles and commitment (r=.41, p=.00). Further, a weak but significant positive relationship was established between transformational(r= .36,p=.00, transactional(r=.43, p=00) and laissez-faire(r= .13, p= .05) type of leadership and overall teacher commitment. The study disclosed that head teachers’ demographic factors do not significantly impact on their leadership styles. It was recommended that the Ministry of Education and the Ghana Education Service should pay attention to leadership styles of head teachers so as to heighten commitment of teachers in Ekumfi District.
APPLICATION VENUES OF COUNTER-CURRENT DEVELOPMENT MODEL (CCDM) IN DEVELOPING COUNTRIES: IMPERATIVE FOR THE KNOWLEDGE DRIVEN ECONOMY (Published)
This paper explains the nitty-gritty in the application of Counter-Current Development Model (CCDM) for the developing economies. It examines several ways of CCDM applications such as visionary and transformational leadership, competitive human capital development, research for sustainable development, productive economy (energy, agricultural, technological and industrial developments were highlighted), development and modernization (food security/modernization and national security, peace and unity); and then feedback. All these were illustrated with diagrams for conceptual and theoretical frameworks. Other CCDM application venues include: provision of conducive environment for competitive economic activities; need for people-centred political system and issues of revolution. It concludes with recommendations on peaceful revolution strategies.
Transformational leadership in colleges of education in Ghana: teachers’ perspectives (Review Completed - Accepted)
Leadership plays an important role in the success of schools and this success directly depends on the effectiveness of their heads. Over the past decades, debate over the most suitable leadership styles for heads of institutions and organizations has dominated the argument. This study looked at the leadership attributes of principals of the colleges of education in Ghana from the teachers or tutors (the terms are used hereafter interchangeably) perspective measured through a descriptive survey collected from teachers in selected public colleges of education in Ghana. The target population was made up of teachers and vice principals in the colleges of education.
The accessible population was made up of all the 1,528 teachers and vice principals in the colleges. Data on the principals’ leadership styles and effectiveness were composed from Avolio and Bass’ (2004) Multifactor Leadership Questionnaire (MLQ) which were completed by teachers in 15 public colleges of education. Simple random sampling techniques were used in selecting the single and mixed sex schools.
The study showed that generally principals in colleges of education demonstrated transformational leadership style. However, on the attribute of ‘idealized influence’ respondents indicated that their principals sometimes exhibited that attribute. It is recommended that responsible bodies(if any) in charge of training principals in Ghana should include in their training course an aspect on the ‘idealized influence’ attribute of transformational leadership
Enhancing Productivity in Tertiary Institutions in Ghana: An Assessment of the Leadership Factor (Published)
Employees are the driving force for any organization’s success and if they are well motivated and taken good care of, productivity, growth and efficiency in the organization could increase. The main objective of the study is to assess the effects of corporate leadership behaviour on staff motivation and productivity in the Tamale Polytechnic. Key issues the study examined include; leadership styles of management of Tamale Polytechnic and how these impact on staff motivation and productivity. Research tools used for obtaining information by the researcher were: questionnaire, interview, focus group discussions and observation. The sampling techniques used were: simple, stratified and purposive for both academic and administrative staff. Primary and secondary data collected from employees and other sources for the basis of the study. The major findings for the study were that the Polytechnic authority adopts more of transformational leadership styles in its management and most of these leadership practices impact positively on staff motivation. The study discovered that authorities of the Polytechnic used committee system in most of their decision makings. It is the recommendation of this study that transformational leadership styles exhibited by the management of the Polytechnic should be encouraged and that motivational factors such as monetary and non-monetary reward systems should be put in place to influence staff productivity.