Purpose – The purpose of this paper is to explore the relationship between transformational leadership and a transactional leadership component (management by exception-active), and fulfillment of the basic needs of autonomy, competence and relatedness. Design/methodology/approach – The paper is based on cross sectional data from 661 employees who completed validated questionnaires such as the ...

introduction: identification of the styles of behavior management as related to job attitudes and satisfaction level of management has been among the topics of interest in the past few decades. this study aimed to examine the leadership styles of managers (heads) and its correlation with job satisfaction among university employees. methods: the study population included all employees working at...

This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the nex...

This study aimed to investigate the Impact of Big Five personality traits of subordinates in their assessment of the Leadership Style Followed by their managers in the public and private universities in Damascus. The sample consisted of 400 workers at the universities' administrative system and two scales were used in this study; (Costa & McCrae, 1997) scale to measure the personality traits of...

In this paper, we develop and present a contingency model of leadership and psychological empowerment that specifies the circumstances and situations under which follower self-leadership should be encouraged. The model suggests that certain key contingency factors, including follower development, situational urgency and task structure, dictate which of several leadership approaches, including d...

Laissez-faire leadership has received much less attention than have the 3 transactional leadership dimensions of the Multifactor Leadership Questionnaire (MLQ). However, laissez-faire leadership has shown strong negative relationships with various leadership criteria, and the absence of leadership (laissez-faire leadership) may be just as important as is the presence of other types of leadershi...

The theory and practice show that transactional leadership is a necessary, evolutionary path to transformational and charismatic leadership of the time in a relatively stable business environment, time for operating in a turbulent environment with many unknowns. Transformation phase and charismatic leadership are characterized by different interactions of social actors, initiative, efficiency a...