Work-family conflict and professional commitment: proactive effect of transformational leadership
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Author(s)Arthi R.Link to ORCID Index: https://orcid.org/0000-0001-5050-5099
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Sumathi G. N.Link to ORCID Index: https://orcid.org/0000-0002-3615-4410
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DOIhttp://dx.doi.org/10.21511/ppm.18(1).2020.09
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Article InfoVolume 18 2020, Issue #1, pp. 97-106
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The study aims to empirically test the moderation effect of transformational leadership characteristic on the relationship between work-family conflict and professional commitment among school teachers. A cross-sectional study was conducted among 752 teachers currently working in private schools from selected districts in Tamil Nadu, India. Purposive sampling technique is used, and data were collected using a questionnaire. The moderating effect of transformational leadership behavior is examined using hierarchical regression analysis. Grounded with the conservation of resource theory (COR) and transformational leadership theory, the results supported the negative impact of work-family conflict on the professional commitment of teachers. Further, the moderation effect of transformational leadership found to reverse the negative relationship between work-family conflict and professional commitment. Thus, the transformational leadership behavior of leaders (head/principal) was found to foster the professional commitment of teachers. This study is focused only on the dimensions of transformational characteristics on the relationship between work-family conflict and professional commitment of teachers. Also, it would be constructive to examine other mediating or moderating impacts of variables such as peer support, job satisfaction, which can also have a significant impact. Further, the outcome variable related to the perspective of students can also be researched.
- Keywords
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JEL Classification (Paper profile tab)M19, J63, O15
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References52
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Tables3
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Figures1
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- Figure 1. Research framework
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- Table 1. Measurement validation
- Table 2. Means, SD, reliability, and correlation of the study variables
- Table 3. Moderated regression analysis
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Transformational leadership for organizational change in the Lebanese public sector
Bissane Harb ,
Dina Sidani
doi: http://dx.doi.org/10.21511/ppm.17(2).2019.15
Problems and Perspectives in Management Volume 17, 2019 Issue #2 pp. 205-216 Views: 2608 Downloads: 1211 TO CITE АНОТАЦІЯThe public sector is facing multiple changes. In a constantly changing environment, that is more and more demanding in terms of innovation and performance, the concept of leadership is of particular importance, as it is one of the few tools available to public managers.
Based on the transformational leadership theory, the aim of this study is to explore how transformational leadership characteristics influence organizational change within the public sector in Lebanon. To serve this purpose, a qualitative approach is adopted based on a series of semi-focused interviews conducted with ten public managers running 10 public administrations. These administrations have undergone significant changes over the past five years.
The results point out the importance of transformational behaviors adopted by public managers in leading change within the public sector in Lebanon, despite the multiple obstacles. They confirmed the role of two transformational dimensions related to idealized influence and inspirational motivation in the successful implementation of organizational change. This study contributes to better understanding of the role of transformational leadership in promoting change in the public sector. -
Transformational leadership and change readiness and a moderating role of perceived bureaucratic structure: an empirical investigation
Problems and Perspectives in Management Volume 15, 2017 Issue #1 pp. 35-44 Views: 2285 Downloads: 967 TO CITE АНОТАЦІЯThe purpose of this study was to examine the relationship between transformational leadership and change readiness through perceived bureaucratic structure among government employees in Rasht. As a methodology, descriptive method was applied using questionnaire to collect data. The studied population consisted of 600 employees from three state organizations including Municipality, Gilan Tax Department and Gilan Justice Court. According to Morgan table, the sample size was estimated at 234. This study examined six hypotheses, which were tested using multiple regression method. The results showed that transformational leadership had a positive direct effect on employee change readiness and its dimensions. However, substitution of the bureaucratic structure in the model eliminated the effect. Finally, the hypothesis on the effect of transformational leadership on change readiness through perceived bureaucratic structure was rejected.
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Impact of organizational politics on proactive behavior of government employees: the moderating role of self-efficacy
Fauzan Ali Rasyid ,
M. Sandi Marta
doi: http://dx.doi.org/10.21511/ppm.18(1).2020.33
Problems and Perspectives in Management Volume 18, 2020 Issue #1 pp. 385-393 Views: 1592 Downloads: 305 TO CITE АНОТАЦІЯIn today’s organizational environment, human resources are seen to be one of the most crucial assets that must be maintained, particularly the existence of employees’ proactive behavior, which is needed for the sustainability of organizational performance. One factor, which may affect the employees’ proactive behavior, is organizational politics. Therefore, the main objective of this study is to investigate the effect of organizational politics on proactive behavior of government employees and to test further whether this effect was moderated by self-efficacy. This study used a quantitative approach with an exploratory method to answer the proposed hypothesis. The samples were 310 local government employees in Bandung district, Cimahi City, Bandung City, and West Bandung Regency, Indonesia. For processing the data and testing the hypotheses, this research employed Moderated Regression Analysis by using STATA 13. The results showed that organizational politics has a negative effect on the proactive behavior of government employees, and the moderation effect of self-efficacy can weaken the negative relationship between organizational politics and proactive behavior. The study, therefore, makes a valuable contribution regarding the additional evidence to the organization within this field.
