This study investigated the impact of transformational leadership on affective organizational commitment and job performance with the mediating role of employee engagement. This study gathered data from 845 hotel employees in China and the structural equation modeling technique was used to verify the results. The findings indicated that transformational leadership has a positive effect on affective organizational commitment and job performance. Meanwhile, results showed that employee engagement partially mediates in the relationship between transformational leadership, affective organizational commitment, (...) and job performance. This study contributes to the research on transformational leadership in the Chinese hospitality sector and analyzes its effects on work performance metrics. Furthermore, theoretical and practical implications were also discussed in this article. (shrink)

Of recent time, there has been a concern about ethical leadership and ethics in business. Research on leadership did not pay a lot of attention to fairness and many authors have studied the relationship between leader fairness and factors such as outcome satisfaction and trust in leader for instance. For the moment, there is no study that focused on the direct relationship between transformational leadership and fairness. That’s why; in this paper our aim is to study the relationship between (...) transformational leadership and the employees’ perceptions of fairness, mainly the three types of fairness which are distributive, procedural, and interactional in French firms. A questionnaire survey was sent to employees working in the industry and service sectors. A sample of 100 respondents was collected. We found a partial relationship between employees’ perceptions of fairness and transformational leadership. More specifically, we found that procedural and interactional fairness are strongly associated with transformational leadership. (shrink)

In artificial intelligence, recent research has demonstrated the remarkable potential of Deep Convolutional Neural Networks (DCNNs), which seem to exceed state-of-the-art performance in new domains weekly, especially on the sorts of very difficult perceptual discrimination tasks that skeptics thought would remain beyond the reach of artificial intelligence. However, it has proven difficult to explain why DCNNs perform so well. In philosophy of mind, empiricists have long suggested that complex cognition is based on information derived from sensory experience, often appealing to (...) a faculty of abstraction. Rationalists have frequently complained, however, that empiricists never adequately explained how this faculty of abstraction actually works. In this paper, I tie these two questions together, to the mutual benefit of both disciplines. I argue that the architectural features that distinguish DCNNs from earlier neural networks allow them to implement a form of hierarchical processing that I call “transformational abstraction”. Transformational abstraction iteratively converts sensory-based representations of category exemplars into new formats that are increasingly tolerant to “nuisance variation” in input. Reflecting upon the way that DCNNs leverage a combination of linear and non-linear processing to efficiently accomplish this feat allows us to understand how the brain is capable of bi-directional travel between exemplars and abstractions, addressing longstanding problems in empiricist philosophy of mind. I end by considering the prospects for future research on DCNNs, arguing that rather than simply implementing 80s connectionism with more brute-force computation, transformational abstraction counts as a qualitatively distinct form of processing ripe with philosophical and psychological significance, because it is significantly better suited to depict the generic mechanism responsible for this important kind of psychological processing in the brain. (shrink)

Abstract:Popular media, communitarian writings, and recent management literature suggest that communities and organizations are rent by factional mischief: by individuals and groups who pursue their own selfish interests without regard for the common good. An emerging solution to this problem is “transformational” leadership, which seeks to refocus individuals’ attention on higher visions and collective goals. The dangers of such a solution were identified by James Madison at the Constitutional Convention of 1787; and mechanisms to thwart it were designed into (...) the framers’ system of government. This article examines Madison’s objections and the implications of his political theory for the leadership of modern organizations. (shrink)

We contend that many of the criticisms of the American Psychological Association’s current Ethics Code are based on faulty assumptions and insufficient information. While the APA Ethics Committee values commentary on perceived shortcomings of the current Ethics Code as an important aspect of the current revision process, O’Donohue’s article contains inaccuracies that should be addressed. We clarify the functioning of the Ethics Code and the APA adjudication system, including explaining changes made to adjudication in light of the Commission on Ethics (...) Processes. We also explain the transparent, open process the APA has already undertaken to create a revised Ethics Code that is visionary and transformational. (shrink)

Employee performance plays a crucial role in the productivity of organizations, especially in the hospitality industry in Malaysia. This work performance is influenced by leadership style, and finding the type of leadership style that is suitable to apply to employees is crucial, especially in the midst of the COVID-19 pandemic. Transformational leadership theory is selected for this study in determining leadership styles. There are four dimensions under transformational leadership theory, namely idealized influence, individualized consideration, inspirational motivation and intellectual (...) stimulation. Data were collected online from 400 employees working in the hospitality industry in Malaysia and analyzed using partial least square structure equation modeling. The findings show that only two dimensions of transformational leadership, namely idealized influence and inspirational motivation, have a significant positive influence on employee performance. Implications in the context of human resource management and recommendations to increase employee performance are also discussed. (shrink)

Although the ethical aspects of transformational leadership have attracted considerable attention, very little is known about followers’ reactions to the moral and immoral conduct of transformational leaders. Against this background, this study examined whether and how transformational leadership interacts with moral and authoritarian leadership behaviors in predicting followers’ in-role and extra-role efforts. Building on attribution theory, we hypothesized that the positive and negative effects of these leadership behaviors would be particularly pronounced for highly transformational leaders given (...) that this leadership style elicits strong attention and sense-making efforts among followers. We tested our model in a sample of 228 individuals comprising 114 leader–follower dyads from a wide range of organizations and industries. In line with our hypotheses, results revealed that for highly transformational leaders, moral leadership behaviors related positively to employees’ in-role and extra-role efforts whereas authoritarian leadership behaviors related negatively to employees’ in-role and extra-role efforts. In contrast, moral and authoritarian leadership behaviors did not significantly affect followers’ reactions to leaders low in transformational leadership. Taken together, these findings suggest that transformational leadership, contrary to its largely positive perception in the literature, can be a rather mixed blessing. Implications for theory, future research, and managerial practice are discussed. (shrink)

While leading through goals is usually associated with a task-oriented leadership style, the present work links goal setting to transformational leadership. A longitudinal field study was conducted to investigate the influence of transformational leadership on followers’ job satisfaction, organizational commitment, and proactive behavior via goal attributes. Findings indicate that transformational leaders influence the extent to which followers evaluate organizational goals as important and perceive them as attainable. Multiple mediation analysis revealed that these goal attributes transmit the effect (...) of transformational leadership on followers’ job attitudes and proactive behavior. However, goal importance and goal attainability seem to be of differential importance for the different outcomes. (shrink)

It is well established within the ethics and institutional theory literatures that institutions can have conflicting logics with ethical dimensions and that there are solutions to the conflicts. Within institutional, ethics, and change leadership theory, quantitative, mixture solutions such as distributive solutions have been frequently considered. The ethics, institutional, and change leadership theory literatures have recognized that there are qualitative transformational solutions that are different than quantitative mixture solutions. However and for the most part, with the notable exception of (...) the Thornton et al. :801–843, 2012) typology of solutions, the institutional, change leadership, and ethics literatures have not considered typologies of transformational solutions. And more specifically with respect to this article, the institutional, change leadership, and ethics literatures have not considered different types of transformational solutions to institutional logic conflicts with ethical dimensions. This article: develops a typology of transformational solutions; applies the typology with historical examples of conflicting institutional ethics logics within factory, cultural, and institutional social change leadership cases; and, considers practical and theoretical implications for institutional ethics change leadership for achieving and/or resisting different types of transformational solutions. (shrink)

This work explored the mediating effects of affective commitment on transformational leadership and job performance and job insecurity on transformational leadership and affective commitment. Meanwhile, the inter-relationships between the four verified the mediating effect of affective commitment, including job insecurity. The results were as follows: transformational leadership and job performance were positively related. Transformational leadership was proportional to an emotional commitment. The affective commitment had a positive impact on job performance. Transformational leadership indirectly positively affected (...) job performance through the intermediary effect of affective commitment. Transformational leadership regulated affective commitment through job insecurity. The more job security employees have, the higher the impact of transformational leadership on affective commitment; the lower the contrary. (shrink)

Research into innovative behavior is not new, but its importance for organizational effectiveness has become even more evident in recent years. However, the psychological processes and underlying mechanism concerning how and why innovative behavior occurs within an organization still invite more investigation. The present study considers ambidextrous organizational culture as a pro-innovation culture and proposes that it can be perceived by employees, which leads to their innovative behavior. This study adds clarity by exploring the impact of perceived ambidextrous organizational culture (...) on employees’ reactions related to innovation via the intermediate mechanism of psychological empowerment and the moderating condition of transformational leadership. Hypotheses are derived from a motivational perspective based on self-determination theory. Results are based on data collected from 647 Chinese employee-supervisor dyads. This study finds that employees’ perceptions of ambidextrous organizational culture have an indirect effect on innovative behavior through psychological empowerment. Specifically, the positive indirect relationship is amplified when transformational leadership is at a higher level. Our findings show how the mediating mechanism of psychological empowerment and the moderating condition of transformational leadership work together to improve innovation by individuals. The findings reveal several ways in which organizations can strategically focus on their cultural and supervisory training, such as applying this model to improve employees’ outcome related to innovation. (shrink)

The goals of the present study are to relate the transactional and transformational aspects of modern leadership theory to the history of Medici rule and influence in Renaissance Florentine politics, and, at the same time, to test leadership models against the humanist debates on the accession of the Medici to power. I will focus on the Discorso sopra il fermare lo stato di Firenze nella devozione de’ Medici [Discourse on holding the State of Florence in devotion to the Medici], (...) written in 1516 by Lodovico Alamanni (1488–1526), a prominent Florentine statesman. Alamanni’s Discorso relates to the first restoration of the Medici government and engages with a number of issues that animate Machiavelli’s political theory as well as other memoranda for the Medici contemporaneous with The Prince. I argue that the two categories of leadership—the transactional and the transformational—first proposed by James MacGregor Burns, provide a new way of specifying Alamanni’s intentions and, by comparison, those of contemporary authors, including Machiavelli. I will also demonstrate that Alamanni’s work exemplifies more vividly than other political writings of the Medici period an approach to leadership that is predicated upon the combination of the transactional and transformational paradigms. (shrink)

The problem of imperative consequence consists in the fact that theses (i) through (iii) are inconsistent; but yet all three are attractive (for the reasons sketched above). A solution to the problem consists in the denial of one of the three theses; I describe solutions as belonging to type 1, type 2, or type 3, depending on which thesis they deny. For the purposes of this paper, I would like to focus on a certain variety of type 3 solution – (...) a solution that offers a revised criterion of validity of a particular kind. (shrink)

This paper examines some possibilities for the laws of nature changing over time. This is done within the context of recent literature on transformational emergence. Transformational emergence is a diachronic account of emergence that does not require the invariance of fundamental objects, properties, and laws. The requirement that no new laws are introduced after the first instance of the universe seems to indicate that all the laws of the universe are present from the outset. By using a dispositional (...) approach to fundamental properties, this restriction can be avoided. An argument appealing to quantitative laws of nature is then used to show that such laws are not, contrary to dispositional essentialism, metaphysically necessary. Further arguments are given to support the possibility of change of laws across time rather than across worlds and why the identity conditions for properties are different in the two cases. The paper is framed by an analysis of John Stuart Mill’s reasons for imposing the invariance requirement on fundamental laws. (shrink)

In this article, the author discusses the concept of conversion as opposed to conformity to a religious tradition without internal self-assertiveness. A transcendental mission understanding as opposed to an immanent agenda for liberation is proposed as an alternative solution. He analyses the role played and the contributions made by missionary enterprise and the liberation theologies in South Africa as they shaped the path for liberation. The white churches and state theologies sought to produce black conformists to the system; liberation theologies (...) resisted the conformity mentality and fought for an egalitarian and free society. Both movements failed to embrace a transcendental methodology that would go beyond the secular boundaries and bring about transformational and empowering spirituality. This article suggests new spirituality for life and affirmation that would work against self-hate among the previously oppressed and self-guilt among the previously oppressing ruling class. It seeks ways to heal broken relationships through authentic empowerment and transformation. (shrink)

In his writings, Pope Francis describes a culture of interfaith and intercultural encounter as the foundation of lasting peace, friendship, and reconciliation among peoples. Far from superficial, a culture of encounter is built upon the slow work of honoring differences and forming social bonds across differences. In the first part of this paper, the authors investigate correspondences between the theology of encounter in the teaching and witness of Martin Buber and Pope Francis, in which the sacred, the ground of reality, (...) and the potential for redemption are revealed in the engaged space “between” self and other. In the second part of the paper, they explore how these ideas are actualized in practices of nonviolence, such as dialogue. In conclusion, they identify how these ideas and role models suggest a road map to build a culture of nonviolence and just peace through encounter within fractured societies throughout the world today. (shrink)

How does Christ's crucifixion and resurrection help to effect a reconciliation between a human being and God? Traditionally, Christ is said to 'pay the penalty' for human sin, and thus provide 'satisfaction' to God for human trespass. In this article I argue that this juridical interpretation of Christ's atonement is deficient in substantial ways and offer a transformational, or 'mystical,' interpretation in its place.

This study examined the extent to which the impact of green transformational leadership on employee green behavior through follower perceptions of value congruence. Path analyzing on data from 193 subordinate-leader dyads showed that followers’ value congruence with their leader mediated the effects of green transformational leadership on employee green behavior. Results also supported that green identity moderated the indirect effect of green transformational leadership on employee green behavior through value congruence, such that the indirect effect was more (...) positive when green identity was high than when it was low. These findings provided valuable contribution to green transformational leadership, value congruence and employee green behavior by exploring the relationship between them. Practical implications and directions for future research are also discussed. (shrink)

Several leadership and ethics scholars suggest that the transformational leadership process is predicated on a divergent set of ethical values compared to transactional leadership. Theoretical accounts declare that deontological ethics should be associated with transformational leadership while transactional leadership is likely related to teleological ethics. However, very little empirical research supports these claims. Furthermore, despite calls for increasing attention as to how leaders influence their followers’ perceptions of the importance of ethics and corporate social responsibility (CSR) for organizational (...) effectiveness, no empirical study to date has assessed the comparative impact of transformational and transactional leadership styles on follower CSR attitudes. Data from 122 organizational leaders and 458 of their followers indicated that leader deontological ethical values (altruism, universal rights, Kantian principles, etc.) were strongly associated with follower ratings of transformational leadership, while leader teleological ethical values (utilitarianism) were related to follower ratings of transactional leadership. As predicted, only transformational leadership was associated with follower beliefs in the stakeholder view of CSR. Implications for the study and practice of ethical leadership, future research directions, and management education are discussed. (shrink)

Transformational development is a concept of change that originated in the Christian context but has now become generally used in the work of both secular and faith-based organizations. The growing use of the concept by organizations that are fundamentally different has naturally led to some confusion about what the concept means and what it takes to effectively implement it. In this article, we describe the key features of the concept and how they are important in determining the organizational requirements (...) for its effective implementation. Drawing on a few cases, the paper highlights the centrality of faith in transformational development work. (shrink)

Problem: What is it that Ernst von Glasersfeld brought to mathematics education with radical constructivism? Method: Key ideas in the author’s early thinking are related to ideas that are central in constructivism, with the aim of showing their importance in math education. Results: The author’s initial thinking about constructivism began with Toulmin’s view of thinking as evolving. Ernst showed how Piaget’s genetic epistemology implied an epistemology that was not about ontology. Continuing with an analysis of the way radical and trivial (...) constructivism were received by the mathematics education community, implications of Ernst’s ideas are considered. Implications: These include the need to consider major changes in ways content is introduced to children, to consider carefully the language used to describe children’s emerging mathematical ideas, and to consider new conjectures and also how we think about the foundations of mathematics. Ultimately the value of RC is the way it reinspires belief in the possibility and importance of human growth. (shrink)

Using matched four-stage data from 477 team members and their 132 team leaders in Chinese companies, we examined a cross-level model in which group- and individual-focused transformational leadership and their influence on team and member performance from the perspective of multilevel model of motivation in teams. The results indicated that group-focused TFL exerts positive effects through sequential mediation of team efficacy and team process whereas individual-focused TFL has a positive effect on team members' performance through sequential mediation of followers' (...) self-efficacy and individual regulation process. In addition, we also find significant cross-level mediation effects demonstrating that group-focused TFL was positively related to self-efficacy through the mediator of team efficacy, team efficacy was positively related to the individual regulation process through the mediator of the team process, team process was positively related to individual performance through the mediator of the individual regulation process. Theoretical and applied implications are discussed. (shrink)

Transformational leadership is a popular and well-researched leadership style. Although much is understood about its positive consequences, less research has focused on antecedents of transformational leadership. In this research we draw upon self-determination theory and incorporate a self-regulatory approach to investigate if and how leader mindfulness influences transformational leadership. The analyses show that autonomy, competence and relatedness need satisfaction mediate between mindfulness and transformational leadership, indicating that mindfulness is associated with psychological need satisfaction. Furthermore, the data (...) show that neuroticism moderates the relationship between mindfulness and relatedness need satisfaction. Generally speaking, the association between mindfulness and relatedness need satisfaction is positive. When neuroticism is also high, mindfulness has the largest impact. Or conversely, when emotional stability is high, mindfulness has the smallest association with relatedness need satisfaction. This is in line with evidence suggesting that mindfulness may primarily exert its influence through emotional self-regulation. Furthermore, the moderated mediation model for relatedness satisfaction is significant, indicating that neuroticism is a boundary condition for the indirect effect of mindfulness on transformational leadership through relatedness need satisfaction. (shrink)

The study draws from learning experiences in Latin America with emphasis on the concept protagonismo infantil. Child protagonism results in new understandings of childhood experiences in mission and development work today. The research focuses on the role children play in society and it looks to children as social actors who are participants in looking for solutions to problems affecting local communities. Children are often perceived as passive recipients in need of care. Without disregarding the need to protect and care for (...) children, the study argues that children, as protagonists, seek to bring innovative solutions to community needs. (shrink)

This article addresses paucity in literature on the conceptualising of the true nature of a Protestant revival. Through a literary review and document study, the article aims to compile a Protestant revival evaluation criterion to assess protestant revivals. This was done by integrating the distinctives of Evangelical revivals throughout history as described by prominent scholars such as Armstrong, Cairns, Edwards, Lloyd-Jones and Sprague in general. In addition, various past and present examples and exponents of true and juxtaposing anti-revivals were investigated (...) and beacons set for sustainable revival. From the PREC, three levels were established by which to assess revivals: individuals, the church and surrounding communities. For the case study, information was gleaned from multiple sources, including interviews, documents, sermons, newsletters, observations and research reports. Applying the PREC in a case study, demonstrates how it operates as a valuable tool; in this case, the revival among the Zulus in KwaSizabantu, South Africa. (shrink)

This study aimed to analyze the effect of deviant workplace behaviors, such as mistreatment, bullying, and incivility on employee turnover intention and identify the transformational leadership role as a moderator. The data was collected through a survey questionnaire with the help of a purposive sampling technique. A total of 318 respondents’ data was gathered from university academic and general staff in China. The results were analyzed through SPSS and structural equation modeling structural equation modeling software. The findings indicate that (...) deviant workplace behavior, i.e., mistreatment, bullying, and incivility, significantly affect employee turnover intention. Moreover, a result shows that transformational leadership has a significant moderating role on the relationship between turnover intention and workplace bullying and incivility but was insignificant between turnover intention and workplace mistreatment. Lastly, implications and limitations were also discussed in this article. (shrink)

The recently proposed Cognitive Experiential Leadership Model (CELM) states that leaders’ preference for rational thinking and behavioral coping will be related to their level of transformational leadership. The CELM was based on research that principally used cross-sectional self-report methods. Study 1 compared both self-ratings and follower-ratings of leadership styles with leaders’ self-rated thinking styles in 160 leader-follower dyads. Study 2 compared both self-ratings and coworker-ratings of leadership styles with leaders’ self-rated thinking styles for 74 leaders rated by 607 coworkers. (...) In both Studies, leaders’ rational thinking, imaginative thinking, and behavioral coping correlated positively with their self-rated transformational leadership. However, only behavioral coping, but not rational thinking, was correlated with follower-rated (FR) transformational leadership in Study 1, and thinking styles were unrelated to other-rated transformational leadership in Study 2. These results partly support and partly challenge the CELM. Practically, this study suggests that leadership may be improved by leaders developing their capacity for behavioral coping. (shrink)