Linjuan more likely to delegate power to employees and

Linjuan Rita Men (2010).
Measuring the Impact of Leadership Style and Employee Empowerment on Perceived
Organizational Reputation. Institute of
public relations.
The current study examines the impact of organizational leadership on
public relations effectiveness from an internal perspective. Specifically, it
builds links between leadership style, employee empowerment, and employees’
perception of organizational reputation. The results showed that
transformational leadership positively influences employees’ perception of
organizational reputation, not only directly but also indirectly, through
empowering employees. Transactional leadership represented by contingent reward
behavior has a significant negative direct effect on employees’ perception of
organizational reputation. Transformational leaders are more likely to delegate
power to employees and involve them in decision making than transactional
leaders. Employees who feel more empowered in terms of competence and control
tend to have a more favorable evaluation of organizational reputation.
Significant theoretical and practical implications of the findings are

Jiang, Xianbo Zhao, Jiongbin Ni (2017). The Impact of Transformational
Leadership on Employee Sustainable Performance:The Mediating Role of
Organizational Citizenship Behavior. Transformational leadership has drawn
extensive attention in management research. In this field, the influence of
transformational leadership on employee performance is an important branch.
Recent research indicates that organizational citizenship behavior plays a
mediating role between transformational leadership and employee performance.
However, some of these findings contradict each other. Given the background
where greater attention is being paid to transformational leadership in the
construction industry, this research aims to find the degree of the influence
of transformational leadership on employee sustainable performance, as well as
the mediating role of organizational citizenship behavior. A total of 389
questionnaires were collected from contractors and analyzed via structural
equation modeling. The findings reveal that employee sustainable performance is
positively influenced by transformational leadership. In addition, more than
half of that influence is mediated by their organizational citizenship
behavior. These findings remind project managers of the need to pay close
attention to transformational leadership, to cultivate organizational citizenship
behavior, and thereby to eventually improve employee’s sustainable performance.

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Ali M. Alghazo ,
Meshal Al-Anzi (2016) The Impact of Leadership Style on Employee’s Motivation. International
Journal of Economics and Business Administration.
This mixed methods study aimed to examine the relationship between the
adopted leadership style and employees motivation in a private petrochemical
company that is located in the eastern province of Saudi Arabia. A survey was
developed and distributed to 30 employees in two departments. Furthermore,
interviews were conducted with a focus group of 10 employees to validate the
results of the survey. The study found that there is a strong relationship
between leadership style and employee motivation where the correlation was
positive with transformational style and negative with transactional style. The
purpose of this research was to examine the perception of private petrochemical
company employees about the leadership styles and its effect on employee
motivation. A combination of qualitative and quantitative methods was used in
this study. Results from data collected indicate that leaders who adapt
participative and transformational leadership are more likely to create an
atmosphere of motivation among their employees. In general, transformational
leadership might be of more preference for the employees of this study than
transactional. The implication of this study is that managers who want to be
more effective might need to be more inspirational, supportive, resourceful,
and work to develop their subordinate’s capabilities. Further research is
required to the study findings with the similar firms in the region.


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