Leadership style and its relation to employee attitudes and behaviour.
- Authors: Mester, C.A. , Visser, D. , Roodt, G. , Kellerman, A.M.
- Date: 2003
- Subjects: Leadership style , Organisational commitment , Job satisfaction , Job involvement , Transformational leadership , Transactional leadership
- Type: Article
- Identifier: uj:6317 , http://hdl.handle.net/10210/1064
- Description: The purpose of this study was to determine the relationships between leadership style and organisational commitment, job satisfaction, job involvement and organisational citizenship behaviour and whether these relationships were stronger for transformational than for transactional leaders. A sample of 52 leaders and 276 raters from a world class engineering company participated. The results of a canonical correlation analysis using the rater data indicated that the most prominent relationship was that between transactional leadership and affective commitment. Furthermore, transformational and transactional leadership did not correlate significantly with the constructs of job involvement and job satisfaction.
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The behavioural and personality correlates of transactional and transformational leadership.
- Authors: Huysamen, R. , Schepers, J.M. , Zaaiman, J.
- Date: 2003
- Subjects: Transactional leadership , Transformational leadership , Leadership style , Creativity , Multifactor leadership questionnaire
- Type: Article
- Identifier: uj:6593 , http://hdl.handle.net/10210/946
- Description: The article argues that there is a statistically significant positive relationship between leadership style and creativity. It was found that there is a higher statistically significant positive relation between transformational leadership style and creativity than between creativity and the other leadership styles. Creativity (fluency of thought and originality) can partially be accounted for by the Multifactor Leadership Questionnaire. To demonstrate this in the study, the researcher uses, firstly the Multifactor Leadership Questionnaire to identify leadership style, and secondly three measuring instruments that measure creativity. The argument is substantiated by the results of a statistical analysis of leadership style and creativity.
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