A leader may achieve this with captivation, emotional intelligence, and through the empowerment of followers (Hutchison & Jackson, 2013). Moreover, transformational leadership research focuses on individual traits and leader-follower dyad characteristics that influence organizational change. Many research studies explore this theory and its impact on the nursing profession (Fischer, 2016). Largely, transformational leadership in the nursing context is directly and indirectly associated with staff satisfaction, decreased turnover, and improved patient outcomes (Fischer, 2016; Bormann, & Abrahamson, 2014; Merrill, 2015). It is possible to connect the benefits of transformational leadership styles to the leader 's ability to empower followers, simultaneously increasing their commitment to the organization (Fischer, 2016; Bormann, & Abrahamson, 2014; Merrill, 2015).
There is complexity in it. Transformational leadership is a conglomerate of various leadership characteristics which not be easy learn. Such transformational leadership weaknesses could improve the leader integrate more servant leadership elements. Those can give the followers greater ownership, responsibilities, formulation of collective vision that will serve both the followers and organization stakeholders. Establishing the methodologies to have measurable indicators will help to learn the complexities of transformational leadership.
1.4 LITERATURE REVIEW The researcher conducted an extensive review of literature pertaining to transformational and transactional leadership and their effect on employee engagement. 1.4.1 TRANSFORMATIONAL LEADERSHIP Transformational leaders are seen to be inspirational in the sense that they strive towards the common good of their followers and the organisation as a whole. they do this by creating opportunities for their followers thereby influencing and driving an engaged and empowered culture. They are seen to be proactive and encourage innovatinve thinking amongst their team. Notje (2010) has decribed transformational leaders as leaders with the distinct ability ability to drive motivation and seek the best performance from their employees.
There is not one theory of ethics that is right in this field as in different countries around the world have different ethical codes of practice when it comes to excavations sites and preserving the artefacts. It all is based on the culture of certain countries and in all countries ethics vary. There are various codes of ethics that have been produced over the years. It is all for the promotion of archaeology but also making sure the right ethical choices are made at the same time. Just like many other working fields archaeology is another that has gone through theoretical and philosophical changes over the years.
He described that transformational leadership and transactional leadership is a single continuum rather than independent. There are seven factors of transformational leadership according to Bass’s model, divided into three parts: 1. transformational factors: idealized influence, inspirational motivation, intellectual stimulation and individualized consideration, 2. transactional parts: contingent reward and constructive transactions, management by exception and active & passive also corrective transactions, 3. non leadership factor: laissez-faire. Idealized
1.6 Significance of Study This study will contribute to knowledge about the importance of leadership style and adaptability in the organization and it also support the Situational Leadership Theory in Asian context. With this knowledge, the organizations in Asian can recognize which demographic variable and leadership style can lead to effective leadership, especially in the service organization. Besides, they also can comprehend how the demographic variable affect the leadership style and the important role of adaptability in this complex and changing environment. Apart from that, this study also gives awareness to the leaders and the organizations’ department of management about the important role of adaptive leader in achieving goals and
8b. SOCIAL CONTEXT Potential conflict between the dual role of nurses, the professional and the researcher should be addressed and solved in order to make qualitative research with patient easy and very simple in the society. Solving ethical issues goes a long way to attract the society and community members feel at home thereby cooperating with the care given in carrying out their nursing research. 8c. APPLICATION IN CURRENT JOB It is always a duty to consider ethical issues in my own institution because the nature there cooperate and become friendly professionals when their ethics practices are put into consideration in carrying out any practices including research.
They studied the relationship with two leadership styles: transformational and transactional. They studied the impact on academic staff of a community college in Malaysia. Though earlier studies had established a relationship between leadership styles and turnover yet their study showed contradictory results. They felt that the result differed due to the nature of work. Since academicians in higher education work mostly by themselves to impart knowledge to their students, there was little impact of leadership styles on their turnover intentions.
They explain TL effect on team members, and the behavior used to attain this effect. The subordinates feel faith, respect, faithfulness, and esteem toward the leader, and they are interested to do more than they initially expected to do. Transformational leaders inject motivation and exceed their personal-interest for the achievement of organization goals. Review of literature provides a big difference between transformational leadership and transactional leadership, which include an exchange procedure to inspire team members, consent with leader wishes and association rules. Transformational leadership explains different behaviors which the researchers measured with survey method and the recent version of (Bass, 1996; Bass & Avolio, 1990) presents the same concepts as: (1) regular feedback, (2) encouragement to team members, (3) calculated risk, (4) vision for future, and (5) reward to colleagues.
Individual characteristics as well as partner assessments influence the evolution of trust within a relationship. In the world of business, especially within multinational firms, building, maintaining, and assessing the effect of trust, or the lack thereof, between partners is essential to the firm's’ success and longevity. Despite literature’s recognition of the necessity of trust within partnerships, many multinational firms fail to move their focus beyond compliance and ethics and toward trust. Even firms that do manage to focus on trust fail to understand the phenomenon completely. While literature may be somewhat lacking in this particular area, scholars do acknowledge that assessing trust unidirectionally,from the one-sided view of one partner to the other, rather than bidirectionally and at the dyadic level, results in an incomplete view of its emergence, evolution, and consequences within partnerships.