Assessment of a study of the relationship between transformational leadership, empowerment and organizational commitment
Introduction and Purpose of Study
The implications of transformational leadership on a firm’s employees and the success of the firm overall are areas of ongoing research according to Ismail, Mohamed, Sulaiman, Mohamad, and Yusuf (2011). The authors make the case that in a changing global environment transformational leadership styles, rather than transactional styles, are a means organizations are using to meet their strategies (p. 90). They argue previous research suggests that some aspects of transformational leadership, such as empowerment, may motivate the followers to unite, change their own goals, and even look beyond their own self-interest to achieve the organization’s interest (p. 90). Thus, the use of a transformational style may impact employee outcomes, especially organizational commitment resulting in increased organizational performance. According to Ismail et al. (2011, p. 91), despite studies showing this important relationship, there is insufficient explanation of how and why transformational leadership affects organizational commitment. Their study begins to address the shortfall by studying the mediating effects of empowerment on the relationship between the variables Transformational Leadership and Organizational Commitment.
The assessment presented here focuses on the sampling methodologies used by the authors and argues that potential weaknesses in the methodologies limits the conclusions to something less than that which is presented by Ismail et al. (2011, pp. 100-101). This paper will have three following sections. First, there is a methods section to discuss the author...
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... approaches rely on random sampling to draw inferences. As the sample drawn from the population becomes less random, the results become skewed, and conclusions become limited and should be viewed with skepticism. Thus, the results reported by Ismail et al. (2011) must be viewed with skepticism.
References
Burns, R. B., & Burns, R. A. (2008). Business research methods and statistics using SPSS. London: Sage Publications Ltd.
Girden, E. R., & Kabacoff, R. I. (2011). Evaluating research articles: From start to finish (3rd ed.). Thousand Oaks, CA: Sage Publications.
Ismail, A., Mohamed, H. A., Sulaiman, A. Z., Mohamad, M. H., & Yusuf, M. H. (2011). An empirical study of the relationship between transformational leadership, empowerment and organizational commitment. Business & Economics Research Journal, 2(1), 89-106. Retrieved from http://www.berjournal.com
The sampling procedures that can be utilized in evaluation research is vast. The selected sampling procedure is important in the consideration of external validity. External validity generalizes the findings to individuals in the study sample with characteristics that are alike (DiClemente et al., 2013). Although, not all research studies will require a sampling procedure that would deliver an external validity.
Simola et al. (2012) defined transformational leadership as a “type of leadership in which interactions between interested parties are organized around a collective purpose in such a way that transform, motivate, and enhance the actions and ethical aspirations of followers”. Transformational leaders are seen as very successful at motivating and inspiring a group of individuals or followers to have an increased desire to achieve and attain a particular vision [1] 1. All of this requires a leader with “vision, self confidence, and inner strength to argue successfully for what is popular or is acceptable according to established wisdom of the time” [1, p.17] 1. In this respect, Wael have ensured at the beginning of his role in Omran to interact with all the employees in order to get a clear vision about the way forward of Omran future in a very inspired and motivated speech and behaviors.
The relationship between transformational leadership and job satisfaction is one of the most critical success factors in any organization and has become one of the largest topics studied among psychology, management and organizational behavior researchers (Tsai, 2011). Job satisfaction refers to how satisfied an individual is with his or her job within their organization. There are many factors that determine the job satisfaction, and one of the factors is the type of leadership style. According to the first article that was completed, an effective leadership style of leaders in an organization is having the capability to provide motivational incentive and direction to their followers to achieve an organizational mission or goal (Walumbwa,
In this time of transition and uncertainty, research suggests that transformational leadership is highly effective (Straight, 2006). Leadership research has drifted from emphasis on the competence of leaders to “manage change” to the ability to “transform” organizations. Transformational leaders have attributes and behaviors needed to successfully motivate and empower employees. According to Bernard Bass (1990), transformational leadership occurs when a leader transforms, or changes, his or her followers in three important ways that together result in followers trusting the leader, performing behaviors that contribute to the achievement of organizational goals, and being motivated to perform at a high level. Transformational leaders can achieve greater performance by stimulating innovative ways of thinking and transforming follower’s beliefs and aspirations. Maxwell (Maxwell, 2007) articulates that most of the time, influence is more important than formal power or authority. I agree with him. Influence is very important in organizational and co...
Another challenge would be the ability to generalize the results. Actually, it is basically an assumption that the samples reflect the views of the larger market. Though, this has been minimized through the use of systematic sampling.
The articles, published after 1996, contain varied methods of research attainment, but share similarities such as being a self-survey, having a small sample size, and being
...eption, and laissez-faire.” (Northouse, 2013, P, 214) The pros with the transformational approach are that it put importance on the significance of followers in the leadership procedure and how they want followers to achieve more and have increased job satisfaction. The cons with the transformational approach are the validity of the MLQ, and how effectively it determines good transformational leaders. Some researchers have also claimed that transformational leadership could be used in damaging ways and would be result in negative outcomes for companies and organizations.
Transformational leadership is one of the most popular leadership styles. According to Kendrick (2011), “Transformational leadership involves four factors: 1. idealized influence, 2. inspirational motivation, 3. intellectual stimulation, and 4. individual consideration.” These four factors make transformational leadership have an impact on followers. The goal of transformational leadership is to cause a positive change in individuals, help motivate them, and develop a leader within each individual.
(2014), using 120 organizational leaders to study transformational and transactional leadership and the mastery and performance goals. The study inquired about the accomplished goals of supporters is determinable from leadership styles that they apply. As prior studies have shown, transactional leadership is when a leader takes an initiative to connect with followers to exchange things of value to both of them (Wren, 1995). This process of change can be anything from goods and services to psychological interface. “Transformational leadership involves engagement between leaders and followers which elevates their levels of morality and motivation” (Wren, 1995). Essential one should keep in mind that transformational leadership is not a discussion of recognizing the changes of transactional leadership; additionally, transformational leadership gives the suggested models similar situations to consider for
Initially, transactional and transformational leadership are different in terms of implementation and its outcomes. However, transformational leadership was developed from transactional leadership (Downton, 1973). Bass (1985) defined transactional leadership as an exchange activity that leaders execute to motivate subordinates in order to achieve their tasks by giving out reward or punishment correspond with their performance. Additionally, active and passive management by exception are taken into account when it comes to misconception and faults. Bass (1985) stated that transformational leadership emphasizes the value of subordinates, encourages them to perform extra effort, and assures their comprehension on organization’s goals and objectives. Besides, idealised influence, inspirational motivation, intellectual stimulatio...
Bass and Avolio (1990) identified four dimensions of transformational leadership: the first one being idealized influence: hence the degree of inspirational behaviour that causes subordinates to identify with the leader. Secondly, inspirational motivation that encompasses the degree of inspiration subordinates gain from their leader’s vision. Thirdly, intellectual stimulation is the degree to which a leader encourages followers’ creativity. The last dimension, individualized consideration, describes the degree to which the leader coaches and listens to the subordinate. Bass (1985) claimed that transformational leaders are more effective than transactional leadership, as it increases followers’ confidence and causes higher motivation and higher organizational performance accordingly. The positive relation between transformational leadership and OCB has been supported empirically (Podsakoff, MacKenzie, Moorman, &
Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. The Leadership Quarterly, 10(2), 285-305.
This paper discusses different types of sampling techniques used in quantitative research. It begins by looking at probability sampling (also known as random sampling) before discussing non-probability sampling (non-random sampling). The discussion ends by looking considerations that should be made before selecting a sampling technique before concluding. Because quantitative researchers prefer probability sampling and only use non-probability on rare occasions the e...
This study aims to determine the impact of leadership styles on job satisfaction and job commitment. Leadership is an art of influencing thoughts and activities of followers for the achievement of established goals and standards. A good leader influences the followers in such a way that they put more effort for the accomplishment of organizational goals and objectives. The impact of transactional and transformational leadership styles on job satisfaction and job commitment of education sector of Pakistan is observed. The result of study has shown that both leadership styles have effect on job satisfaction and job commitment. Transactional and transformational leadership styles play a vital role in every organization with respect to job satisfaction and commitment. The study indicates that transactional and transformational leadership style intensifies job satisfaction and commitment. But in Pakistan context transformational leadership style has more influence on job satisfaction and job commitment. Employees would like to work with transformational leader as they know the leader is a source of motivation, inspiration and build confidence. Transformational leader inspires their follower because employees feel trust, loyalty, appreciation and respect. Employees put more energy and effort for the betterment of the organization. They work beyond the established standards by meeting all the organizational goals and objective. Transformational leader arouses the awareness in the employees and change the perspective of employees. Transformational leader build a sense of achievement and growth. Here are some recommendations on the behalf of my study for the leaders of education sector for the enhancement of job satisfaction...
The old system of management has undergone many changes within the last century. An employee once performed the assigned job duties during the allotted hours and then went home. Now employees are encouraged to grow, give input, and to contribute for the good of the organization. There is a plethora of information for leaders to learn why and how to grow personally thus allowing the organization to grow as well. This new emerging leader is a transformational leader.