Transformational and Transactional Leadership Styles on Organisational Change in the United Arab Emirates

Authors

  • Abdelkarim Fuad Kitana City University College of Ajman, United Arab Emirates

DOI:

https://doi.org/10.52962/ipjaf.2019.3.3.78

Keywords:

Leadership, Transformational Leadership, Transactional Leadership, Organizational Change

Abstract

Leaders play essential roles in developing an organisation. The underlying factors of the organisational mechanism, such as process-oriented systems, motivation, and vision, are provided by the leader. Therefore, the study aims to identify and examine the role of transactional and transformational leadership styles in the organisational change process. The researcher believes that those styles of leadership are essential in achieving a positive change in organisations. A focus group session of 120 participants, consisting of subordinates and employees from varying and diverse organisational backgrounds, has been conducted and the study found that certain leadership qualities and attributes are valued over others. Transactional and transformational leadership styles need to be integrated for the success of the organisation. Their association and relationship with factors such as organisational knowledge management, attitudinal and perceptual changes in employee perspectives, cultural changes, development in productivity and efficiency are also among the factors of organisational success. This paper looks at how the leadership styles are associated with each other, along with the reasons why each of these styles might be relevant in their way depending upon circumstances and organisational objectives concerning change and restructuring. The study showed that employees in the private sector prefer the transformational style rather than the transactional style.

Downloads

Download data is not yet available.

References

Argote, L., McEvily, B., & Reagans, R. (2003). Introduction to the special issue on managing knowledge in organizations: Creating, retaining, and transferring knowledge. Management Science, 49(4), v-viii.
Avolio, B. J. (1999). Full leadership development: Building the vital forces in organizations. Thousands Oaks, CA: Sage.
Bass, B. M. (1999). Two Decades of Research and Development in Transformational Leadership. European Journal Of Work And Organizational Psychology, 8 (1), 9-32.
Boisot, M. H. (1998). Knowledge assets: Securing competitive advantage in the information economy. New York: Oxford University Press.
Bryant, S. E. (2003). The Role of Transformational and Transactional Leadership in Creating, Sharing and Exploiting Organizational Knowledge. Journal of Leadership and Organizational Studies 9, no. 4, 32–44.
Burns, J. M. (1978). Leadership. New York: Harper & Row.
Conger, J. A., & Kanungo, R. N. (1998). Charismatic leadership in organizations. Thousand Oaks, CA: Sage.
De Jong, J. P., & Den Hartog, D. N. (2007). How leaders influence employees' innovative behaviour. European Journal of innovation management, 10(1), 41-64.
Grant, R. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal. 17 (Winter Special Issue), 109-122.
Howell, J. M., & Avolio, B. J. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance. Journal of Applied Psychology, 78, 891-902.
Howell, J. M., & Frost, P. J. (1989). A laboratory study of charismatic leadership. Organizational Behavior and Human Decision Processes, 43, 243-269.
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: a meta-analytic test of their relative validity. Journal of applied psychology, 89(5), 755.
Jung, D. I., Chow, C., & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. The Leadership Quarterly 14, 525 – 544.
Kirkpatrick, S. A., & Locke, E. A. (1996). Direct and indirect effects of three core charismatic leadership components on performance and attitudes. Journal of Applied Psychology, 81, 36-51.
Mumford, M. D., Whetzel, D. L., & Reiter-Palinon, R. (1997). Thinking creatively at work: Organization influences on creative problem-solving. Journal of Creative Behavior. 31, 7-17.
O'Reilly, C. A., Caldwell, D. F., Chatman, J. A., Lapiz, M., & Self, W. (2010). How leadership matters: The effects of leaders' alignment on strategy implementation. Leadership Quarterly, 21(1), 104-113.
Sosik, J. J. (1997). The Dream Weavers: Strategy-focused leadership in technology-driven organizations. Greenwich, CT: Information Age.
Spender, J. C. (1996). Making knowledge the basis of a dynamic theory of the firm. Strategic management journal, 17(S2), 45-62.
Weber, T., Kelloway, E. K., & Barling, J. (1996). Effects of Transformational Leadership Training on Attitudinal and Financial Outcomes: A Field Experiment. Journal of Applied Psychology, 81(6), 827-832.
West, M. A., Borrill, C. S., Dawson, J. F., Brodbeck, F., Shapiro, D. A., & Haward, B. (2003). Leadership clarity and team innovation in health care. The leadership quarterly, 14(4-5), 393-410.
Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of management journal, 53(1), 107-128.

Downloads

Published

2019-07-01

Issue

Section

Main Section

How to Cite

Transformational and Transactional Leadership Styles on Organisational Change in the United Arab Emirates. (2019). Indian-Pacific Journal of Accounting and Finance, 3(3), 27-37. https://doi.org/10.52962/ipjaf.2019.3.3.78

Similar Articles

1-10 of 12

You may also start an advanced similarity search for this article.

Most read articles by the same author(s)

<< < 2 3 4 5 6 7 8 9 10 11 > >>