Leadership and social responsibility from the perspective of gender
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Author(s)Juan Manuel Andrade NaviaLink to ORCID Index: https://orcid.org/0000-0001-9644-0040
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Elías Ramírez PlazasLink to ORCID Index: https://orcid.org/0000-0001-8928-1547
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Yenny Catherine DiazLink to ORCID Index: https://orcid.org/0000-0002-9889-3665
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DOIhttp://dx.doi.org/10.21511/ppm.17(2).2019.23
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Article InfoVolume 17 2019, Issue #2, pp. 303-312
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182 Downloads
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Creative Commons Attribution 4.0 International License
This study established the relationship between transformational leadership and social responsibility practices in women’s organizations that produce special coffees in southern Colombia. To measure these variables using Likert scales, two questionnaires were applied: the Multifactor Leadership Questionnaire 5X short version (MLQ-5X) to measure transformational leadership, and a tool developed by the researchers to measure social responsibility. Cronbach’s Alpha (α) values for the two variables showed excellent consistency (α = 0.95 and 0.90 for transformational leadership and social responsibility, respectively). For the analysis of the information, the structural equation model was used to validate the hypothesis using the SPSS AMOS software. The results indicate a significant and positive correlation between the transformational leadership practices and the perception of social responsibility, especially in the dimensions of idealized influence (behavior and attributed) and intellectual stimulation of transformational leadership, and in the dimensions of labor issues and social responsibility. These findings are consistent with existing literature, and complement aspects not addressed before (e.g. correlation between transformational leadership and social responsibility practices in women’s organizations) in the framework of gender in non-conventional organizations.
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JEL Classification (Paper profile tab)J54, M12, M14
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References51
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Tables4
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Figures1
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- Figure 1. Results of the structural equation model
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- Table 1. Definition and operation of questionnaires’ variables
- Table 2. Averages, standard deviations and correlations of study variables
- Table 3. Reliability of questionnaire dimensions
- Table 4. Correlations between the variables and their dimensions
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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: 2631 Downloads: 1221 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: 2299 Downloads: 969 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 transformational leadership on employees’ reactions to change and mediating role of organizational trust: Evidence from service companies in Hungary
Khadija Aya Hamza ,
Ayman Alshaabani ,
Najd Salameh ,
Ildiko Rudnak
doi: http://dx.doi.org/10.21511/ppm.20(2).2022.43
Problems and Perspectives in Management Volume 20, 2022 Issue #2 pp. 522-535 Views: 1514 Downloads: 343 TO CITE АНОТАЦІЯIn the context of organizational change, employees can have different reactions, where some of them accept and engage with it, and others completely refuse and resist it. Hence, companies should permanently settle for the best and introduce a fruitful leadership style along with a good change management strategy to ensure the company’s prolonged survival and prosperity.
This investigation aims to examine the influence of transformational leadership on employees’ affective commitment and intention to support change. Both were chosen to constitute the main dimensions of employees’ reactions toward organizational change and highlight the importance of organizational trust as a mediator in that correlation.
To confirm the hypotheses subtracted from the literature review, a quantitative study was managed by a survey devoted to 428 employees working for diverse service companies in Hungary and going through different change cases.
Structural equation modeling (SEM) was then applied to hold out the favorable findings, which reveal that transformational leadership is a booster for employees’ intention to support change but not for affective commitment. It was also found that organizational trust firmly mediates the relationship between transformational leadership and employees’ reaction to change.
This statement justifies that both transformational leadership and organizational trust are able to reduce change complexity and lead to its acceptance, openness, and support.
