1

Exploring the Relationship of the Four Dimensions of

Transformational Leadership Styles and Employee Discretionary
Behaviors in a Work Environment.

by

Jameen Heleena Hilliard

A dissertation submitted to the Bisk College of Business at

Florida Institute of Technology
in partial fulfillment of the requirements
for the degree of

Doctor
of
Business Administration

Melbourne, Florida
May, 2020
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Abstract

Title: Exploring the Relationship of the Four Dimensions of

Transformational Leadership Styles and Employee Discretionary
Behaviors in a Work Environment.

Author: Jameen Heleena Hilliard

Advisor: Enrique Perez, Ph.D.

This qualitative phenomenological study was designed to explore the relationship

between transformational leadership styles and employees exhibiting discretionary behaviours as

it relates to performance in an organization. Understanding how a transformational leader

behaves and interacts with employees in an organization will contribute to the knowledge of

employee's performance and behaviours in the workplace. The study will explore the relationship

between transformational leaders and employee discretionary behaviour. This dissertation

intends to create the discovery of the influence that the four dimensions of transformational

leadership have on employee discretionary behaviour and performance. Organizations seek out

the right talent to maintain a level of success. Hiring retaining or creating a culture of the right

leadership is paramount to meeting and sustaining a level of measurable success.

Keyword: transformational leadership, discretionary behaviours, employee performance

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Chapter 1 Introduction

Overview

Leadership is an essential construct for organizational development since it coordinates

and manages corporate resources and institutes directed efforts at the achievement of

organizational goals (Garcia-Morales, Jimenez-Barrionuevo, and Gutierrez-Gutierrez, 2012;

Walumbwa et al., 2010). Employees look towards leaders for guidance and delegation of work

responsibilities. Leadership style significantly influences organizational outcomes. It is

understood that the method of leadership, attitude towards team building and cohesion and

purpose or missions that leaders take forward to fulfil not only their own or their team goals but

the organizational goals as the final step (Goleman, Boyatzis and McKee, 2013; Daft, 2014). For

a very long time, researchers have concentrated on the study of transformational leadership as of

the strategies that need to be implemented not in the public sector but also in private holdings.

The most outstanding quality associated with transformative leadership is the ability of the leader

to work closely with their employees for change implementation. Under transformative

leadership, leaders are expected to provide a vision for their employees by inspiring and

motivating them. The leaders are role models for their workers who look up to them and emulate

most of their behaviours and actions. Transformational leadership also serves to inspire the

employees to believe that they can deliver beyond what is traditionally expected from them.

Transformational leadership fundamentally differs from a transactional model of

leadership where the leaders are overtly authoritative and insensitive towards the feelings and

needs of their employees. In transformational leadership, leaders are capable of empathy and

interacting with their followers on a personal level to understand their strengths and limitation
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concerning the dispensation of their duties (Donohoe and Kelloway 2016 p154).

Transformational leadership is believed to have a positive effect on improving the performance

of employees within an organization which is mostly seen through the development of

occupational citizenship behaviour. Unlike transactional leadership that encourages unnecessary

competition at the workplace which can be detrimental to an organization, transformational

leadership identifies the unique capabilities of all the workers and encourages them to work

together for the greater good of the organization.

Studies suggest that out of the myriad of leadership styles that exist, transformational

leadership style contributes towards positive employee responses and engagement in high-stress

occupations (Kara et al., 2010). Bass states transformational leaders integrate creative insight,

persistence, and energy, intuition, and sensitivity to the needs of others to drive the strategy for

their organization (Bass 1993). Transformational leaders, who build cultures based on the

assumptions that people are trustworthy and purposeful, typically exhibit a sense of vision and

purpose (Bass 1993). The study begins with a conceptual background, literature review and

hypotheses development. Then research methods are presented. The findings. Conclusion and

implication.

Background to the study

An analysis of employee responses to leadership styles forecasts the level of commitment

and effort that employees are willing to put into their work responsibilities to achieve optimum

results (Liaw, Chi, and Chuang, 2010). To date, there has been substantial literature that

addresses non-financial work-related factors such as extra training, opportunity to learn hands-
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on, as well as opportunities for promotion. A relatively under-researched topic is the role of

leadership styles have on the creation of a unique work environment, whereby employees feel

part of a unit and strive to improve both themselves and the productivity of the organization

going beyond the expectations of performance.

Literature shows that culture, in professional terms, overlays constructs of two distinct

types of civilisations- those created by the nature of the work (Dewe, O'Driscoll and Cooper,

2012) and those that are created by the organization (Martin et al., 2016). The general

perception, backed by some studies, is that leadership styles, particularly transformational styles,

contribute towards positive employee responses and engagement in high-stress occupations

(Kara et al., 2010). However, although Skakon et al. (2010), in their systematic literature review,

found some evidence for the impact of leadership style on employee responses, they caution that

these observations still require quantitative backup, which is limited.

While a quantitative backup can highlight and reveal pattern trends and occupational

practices that are impacted by leadership styles, the researcher finds that qualitative

investigations have often lacked the necessary depth that explores the perspective through lived-

in experiences. Most research focuses on generic constructional parameters between styles of

leadership and impacts on employee motivation, highlighting broad categories of factors

(Donohoe and Kelloway 2016 p156). The research gap identified for this study is based on this

perspective- there are limited studies that explore the concept that not all of the four dimensions

of transformational leadership contribute to sustainable employee performance (Robertson 2019

p172). While together all four aspects of a transformational leader have been researched and

proven to lead to positive employee performance, three out of the four dimensions have an
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impact independent of the leader's presence. The level of employee discretionary behaviours may

not be affected by all of the dimensions of a transformational leader equally.

Organizations around the globe require workers who are willing to go the extra mile in

ensuring that the organization attains its objectives. This is important in ensuring that

organizations can keep up with competition from other major players in the same field. When the

employees can work extra hard beyond what the contract they have with the organization states,

this can be referred to as Organizational Citizenship behaviour. The employee is willing to work

in roles or capacities that are beyond what the organization expects from them without any form

of coercion. OCB is becoming one of the most important constructs in any organization for the

attainment of goals and objectives.

Research has indicated that when employers put in more efforts in discharging their

duties than what is expected from them, the organization grows at a higher rate. Employees who

attend to customers with special dedication contribute immensely to the client satisfaction and

would go out of their way to ensure that any problems that the customer's experience are not only

solved with high levels of efficiency. It is therefore imperative for leaders to able to identify the

factors that motivate employees to perform more than what is expected of them because OCB

gives an organization competitive edge over its competitors. Transformational leadership shows

considerable dedication to the identification of the variables that have positive impacts on the

employees’ attainment of the desirable behaviour.

Employees can indicate OCB through the amount of enthusiasm and energy they put into

their work. These employees are also passionate about their work as opposed to who exhibit

robotic, depersonalized and are generally withdrawn while discharging their duties within an
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organization. Employee engagement plays a pivotal role in motivating employees to go above

their mandate and get involved in activities that show commitment to the organization and the

desire to see the organization achieve its most important targets.

Statement of the problem

Organizations face the challenge of getting employees to perform at a consistent,

sustainable level when attempting to achieve organizational goals. Employees look towards

leaders for guidance and delegation of work responsibilities. Leadership style significantly

influences organizational outcomes. It is understood that the form of leadership, attitude towards

team building and cohesion and purpose or missions that leaders take forward to fulfil not only

their own or their team goals but the organizational goals as the final step (Goleman, Boyatzis

and McKee, 2013; Daft, 2014). Discretionary behaviours, also referred to as (OCB)

Organization citizenship behaviours by Organ (1988), promote the efficient or effective

functioning of an organization (Organ 1988). Research proved that transformational leaders have

a positive impact on employees exhibiting discretionary behaviours evident by employees being

fully engaged in work; additionally, they tend to meet or exceed organizational goals.

Organizations should seek to hire leaders that exhibit the four dimensions of

transformational leadership to create high performing employees that will go above what is

required or expected of them. According to Strickland 2007, there is previous research that

investigated the link between transformational leadership and organizational citizenship

performance via motivation; however, there has been no empirical work explicitly linking

charismatic leadership, work engagement, and OCB (Strickland et al., 2007).

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Most organizations around the world are managed by leaders who use the transactional

style of leadership rather than use transformational leadership skills. In this kind of leadership,

the leaders believe that employee rewards ought to be proportional to their performance and

productivity. As a result, the employees are expected to adhere to strict rules and regulations

within the organization so as to improve employee performance. Transactional leadership is

more concerned with maintaining the status quo, and it discourages employee innovativeness and

creativity within an organization.

In transactional leadership, leaders are defined by the roles they play in the organization

and the amount of power bestowed upon them rather than the amount of positive influence or

motivation they provide for their followers. As long as the company or organization’s processes

run as expected, it is deemed to be effective leadership by transactional leadership standards.

However, transactional leadership looks beyond just the daily operations of the organizations and

focuses on the role that the leader can play in motivating the employees to become better

versions of themselves.

Transformative leadership impacts positively on the motivation of the employees and

encourages them to be creative and improve their performance. This is contrary to transactional

forms of leadership which discourage creativity and provide less motivation to the workers. It

impacts negatively on the self-esteem of the employees and discourages engagement between the

employees and their leaders (Donohoe and Kelloway 2016 p115). Employee engagement is

hampered in transactional leadership because the leaders are more concerned with maintaining

the order and structure of leadership and maintaining the status quo at the organization.
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Transactional leadership puts a lot of unnecessary importance on ensuring the employees

maintain high levels of cooperation and discipline. This is unhealthy for any organization as it

demoralizes the employees and makes them lose the incentive of endeavouring to become better

employees (Elorza et al., 2016 p123). Instead of rewarding performance by giving rewards,

leadership should ensure that the employees are encouraged to work with more motivation and

dedication for the realization of personal and organizational objectives.

Ordinary transactional leadership is often comfortable with maintaining the status quo at

the organization level and are satisfied as long as operations at the organization are maintained as

usual. This kind of leadership is not healthy for an organization because some of the employees

are driven by creativity and the desire to innovate new ways of getting assignments done rather

than just follow the old styles. The passive style of leadership is also an essential characteristic of

transactional leadership because the only concern of the leaders is for increased organizational

output. The leaders are not the least concerned about the current problems or the likelihood for

future complications as long as the production of the organization remains unaffected. The

organization is therefore not able to plan proactively for future incidences making the

organization vulnerable to future eventualities.

Traditional leadership styles also put a lot of importance on the hierarchy and leadership

structure of the organization rather than support employee engagement and motivation. This kind

of leadership is least concerned with cultivating a culture that encourages trust, loyalty and sense

of belonging to the organization. The primary focus of the leaders in this style of leadership is to

maintain an organizational structure that ensures they cling onto power rather than the needs of

the employees and growth of the organization.

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The employees under transactional leadership do not get sufficient directions on what

needs to be done or where the organization aims to reach within a set period. This is because the

leaders are only concerned with the present and immediate conditions within the organization

without giving much thought to the future and occurrences happening outside the organization.

This kind of leadership is also very likely to foster unhealthy competition between the employees

as they both struggle to outshine each other rather than work together as a team for the

attainment of company goals (Eberly et al., 2017 p82). The employees most likely become short-

sighted focusing on immediate rewards they intend to receive in the short term rather than think

about the positive results that can be gained if they work together as a team.

Purpose of the study

The purpose of this qualitative study is to explore the relationship that exists between the

four dimensions of transformational leadership styles and employee discretionary behaviours in

.the work environment

Dimensions of transformational leadership, which are, charismatic and inspirational

leadership, intellectual stimulation, and individualized consideration, result in followers

performing beyond expectations (Bass, 1985; Grant, 2012; Pandey, Davis, Pandey, & Peng,

2015). Organizations attempt to improve productivity by focusing solely on employee

behaviours so that they can become more productive. Research indicates that leadership styles

may have an impact on employee motivation that springs from non-financial factors as every

individual, irrespective of qualification, competence, or experience, have a sense of self-worth

and specific goals in the organizational context. This research study strives to explore whether or
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not all dimensions of transformational leadership affect employee discretionary behaviours

within an organization.

Transformational leadership require the leaders to be empathetic and dynamic in their

undertakings because empathy inspires the employees to better their performance. For the

positive effects of compassion to be felt by the employees, the leaders are required to

demonstrate high levels of honesty and transparency and to ensure that they provide the example

that they expect their followers to emulate and adopt (Ng, 2017 p412). This study sought to find

out how effective this kind of leadership is efficient in enabling the employees to acquire

discretionary behaviour. The study delved deeper into the issue of employee engagement and the

role it plays in improving the performance of each employee in an organization (Bailey et al.,

2017, p45). Discretionary behaviour occurs when the employees are more satisfied with their

work and the type of leadership they serve under. This behaviour is entirely out of the

employee’s volition, and it cannot be forced or imposed on them because it is not part of the

contract agreement.

The study also sought to establish how transactional leadership impacts negatively on

employee engagement and some of the ways through which transactional leaders can borrow

from transformational leadership for better organizational performance. The benefits associated

with transformational leadership and improved employee engagement were investigated in

healthcare organizations to establish their effectiveness for employee service delivery and how it

benefits the patients (Schmitt, Den Hartog and Belschak, 2016 p590). The role of

transformational leadership in empowering the staff in healthcare departments was also

investigated. The thoughts of the junior members concerning being allowed to make some
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crucial decisions independently were also analyzed to establish if they yielded positive outcomes

for both the employees and the patients.

Inspirational Motivation

Intellectual Stimulation Compliance

Transformational Organizational
Leadership Citizenship
Behavior
Dimensions
Individualized
Courtesy
consideration

Individualized influence Sportsmanship

Civic Virtue

Figure 1. Transformational leadership OCB relationship chart

Nature of the Study

This qualitative study will explore the relationship between transformational leadership

style and organizational citizenship behaviours. Exploratory research is best supported by a

qualitative approach (Creswell, 2014; Maxwell, 2013; 7 Merriam & Tisdell, 2016; Yin, 2014).

Decades of research on transformational leadership affirms that the dimensions present in

a transformational leader lead to above and beyond employee performance. Employees perform

at a higher level when under the guidance of transformational leaders. Organizational Citizenship
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behaviour is the discretionary behaviours that employees exhibit, that lead them to have a higher

level of engagement within an organization resulting in employees meeting and exceeding

organizational goals.

In transformational leadership, charisma is a critical component which is usually

determined by a person’s character and behaviour (Elorza et al., 2016 p140). Transformational

leadership is centred on the belief that good behaviour can go a long way in earning respect and

honour for a person instead of the type of office held or amount of power at a person's disposal.

Good charisma can earn any leader the legitimacy required in a leadership position rather than

making employees and followers feel like a leader has been imposed on them. Transformational

leadership contains a lot of inherent power that is required for the mobilization of organizations

towards the attainment of desired goals.

Transformational leadership does not limit itself to the trajectory that others have set

before; it instead endeavours to explore new tracks and try new ways of accomplishing tasks.

This kind of leadership sets an organization on a new trajectory and changes the mindset of the

employees from the status quo. Transformational leadership sets a new vision for an organization

and challenges the employees to use creativity and innovativeness to achieve the desired results.

The leaders can motivate the employees and encourage them to bring together their

efforts so that they can achieve organizational goals. The visions that are created through

transformational leadership take into account the prevailing conditions as well as the normal

conditions in the future. By taking into account both the present and future requirements and

events, transformational leadership ensures that the organization is adequately prepared and that

it is not adversely affected when conditions change.

The study will attempt to establish how transformational leadership makes it possible for
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a leader to be aware of the requirements of the employees and attend to each at a personal level.

It is essential to establish the role that a leader has in mentoring and guiding their followers to

become improved versions of themselves. When a leader can attend to each of their followers

individually, they can establish the individual and unique talents that each of the followers has.

This is important because the leader can know what each of the employees can add to the

organization and therefore assign them duties where their strengths will be fully utilized (Sahi

2017 p29). This also creates an impression on the followers that their leaders value them and that

they have an essential role in the organization.

This kind of interaction and engagement encourages the employees to better their skill so

that they can be more fruitful for the organization they are working for. Transformational

leadership encourages individuals to work towards the improvement and betterment of their

unique skills and the behaviours that set them aside from the others (Schmitt, Den Hartog and

Belschak, 2016 p597). Transactional leadership which is common in organizations around the

world, does not offer the opportunity for an individual to improve or hone their skills, therefore,

limiting personal growth.

In every work setting, the employees need to be motivated to achieve their personal goals

while attaining organizational goals and objectives at the same time. Transformational leadership

encourages the leaders to inspire the followers to take action towards achieving desirable goals

and perform in a way that exceeds their expectations. Leaders who adhere to the guidelines of

transformational leadership often have set high standards and hopes that they expect their

followers to achieve. The leaders ought to be optimistic about the future and the abilities of their

followers and let the optimism flow into the followers. When the followers are aware that their

leaders have faith and belief in their talents and skills, they are motivated more to attain their
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personal and corporate goals. The leaders can demonstrate to their followers how essential some

of the duties and responsibilities are towards an organization (Elorza et al., 2016 p132). The

followers can develop a sense of purpose in the organization, which makes it simpler for them to

push beyond their limits to attain set goals. Transformational leadership encourages the

employees to work as a team, recognizing each other’s unique capabilities and how they can help

the organization to advance in the right direction. When followers are enabled to embrace the

spirit of teamwork, so much can be achieved as opposed to when they try to compete with each

other.

The study explores the qualities associated with transformational leadership that

encourage employees to work hard and deliver beyond expectations. The conditions of leaders in

transformational leadership that enable them to interact with their employees individually are

assessed, and their effectiveness analyzed. The role that transformational leadership plays in

fostering teamwork within an organization is explored as well as the resultant benefits associated

with teamwork (Sahi 2017 p33). Employees who work under transformational leadership styles

are motivated to push beyond their limits without any form of coercion from their leaders. The

study will, therefore, investigate and establish that transformational leadership encourages

employees to give their best in all of their undertakings for the achievement of organizational

objectives.

The research study will use a qualitative approach in arriving at conclusions about

transformational leadership. Interviews and questionnaires will be used to collect data from

leaders and employees from various organizations to collect sentiments that the people have

towards transformational leadership skills. The study utilizes the use of structured and semi-

structured open-ended questions to collect the views expressed by the study participants.
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The study will endeavour to find out from the employees or followers if they find

transformational leadership motivating enough for them to go out of their way and expectations

to ensure that the organizations they work for achieve their objectives.

Participants will be selected randomly from various organizations, and they will be asked

to voluntarily take part in the research study to express their views concerning transformational

leadership. The study will give particular focus on the role of transformational leadership in the

healthcare sector and how it differs from transactional leadership.

Objectives of the study

3.1 To investigate the relationship that exists between transformational leadership and

employee discretionary behaviour.

This paper attempts to investigate the role that transformational leaderships plays in

inspiring motivation to employees within an organization. The paper critically examines

literature that has been conducted in the field to establish which kind of correlation exists. The

study collects views from employees from established organizations concerning the influence

that transformational leadership has had on their commitment to their respective organizations.

This objective gives rise to the following hypotheses:

H01. Transformational leadership is not related to employee discretionary behaviour and

does not contribute to employee engagement.

Ha1. Transformational leadership results in improved levels of employee discretionary

behaviour, and impacts positively on the level of employee engagement within an organization.

Since transformational leadership is more concerned with the relationship that a leader

has to maintain with their followers, it is imperative to investigate how it can contribute to

employee satisfaction, engagement and citizenship behaviour. The hypotheses have been framed
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to clearly indicate the relationship that exists between transformational leadership, employee

engagement and discretionary behaviour.

3.2 To investigate the impact that employee engagement has on the general performance

of the employee and the organization.

This objective aims at establishing how employee engagement can help the employees to

be more productive in the organization through their performance. The study will also endeavour

to investigate to what extent a lack of employee engagement can negatively or positively impact

on the performance of the employees (Ng 2017 p404). For testing of the objectives, the

following hypothesis was coined:

H02. There is no impact whatsoever of employee engagement on the level of

performance by an employee in an organization.

Ha2. Employee engagement plays a significant role in improving or reducing the

performance of an employee in any organization.

Employee engagement continues to be among the essential attributes of transformational

leadership. It is crucial, therefore, to investigate the kind of impacts that it has on the

performance of the employees as this helps in concluding whether it should be enhanced in the

workplace environment or not. The study endeavoured to quantify the impacts, positive or

negative, which are associated with employee engagement.

3.3 To investigate if any specific dimensions of transformational leadership influence

occupational citizenship behaviour in an organization.

Several dimensions are characteristic of transformational leadership. The study sought to

establish the specific aspects that played the most critical role in influencing citizenship

behaviour in the employees. To attain this objective, the following hypothesis was used:
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H03. There are no specific qualities or dimensions of transformational leadership that

contribute to the acquisition of citizenship behaviour by employees.

Ha3. There are specific dimensions of transformational leadership that are responsible for

the acquisition of citizenship behaviour in employees.

Transformational leadership is strongly believed to promote employee citizenship

behaviour. However, since transformational leadership is a broad subject, the study narrowed

down to investigate which specific attributes of transformational leadership promote citizenship

behaviour at the workplace.

Research Questions

Strickland 2007 states, “Researchers in organizational behaviour have had a long-

standing interest in exploring how employees' perceptions of their leaders influence their work-

related thoughts and behaviours" (Strickland et al. 2007).

The following research questions have been drafted for this study to assist the researcher

in fulfilment of research aim and objectives:

RQ. 1 What is the relationship between Transformational Leadership and discretionary

behaviours?

RQ. 2 Are there specific dimensions of transformational leadership that have a more

significant influence on organizational citizenship behaviours displayed by employees?

Significance of the Study

Exploring the relationship between the dimensions of transformational leadership and

discretionary behaviours, which is often referred to as organizational citizenship behaviours, lead

to the strategic placement of the right leaders within the organization to positively influence
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OCB's. Research on transformational leadership over the two decades shows that the dimensions

of a transformation leader can have a significant and positive effect on employees' work

measured by work engagement (Strickland et al. 2007). Transformational leadership has been

associated with higher levels of employee engagement. The study additionally sought to

establish how employee engagement impacts on the performance of employees within an

organizational setting. Employee performance is measured through the outcomes which do not

have to be financial, that employee contributes towards the attainment of organizational goals

and objectives. Research conducted in the past has indicated that engaging employees is one of

the surest ways of ensuring that their performance improves.

Increased levels of engaging employees in tasks at the organization have been found to

improve the employee’s performance, improvement of employee’s level of commitment to their

duties, improved customer care and organizational citizenship among many other positive

outcomes. The study, therefore, sought to examine precisely the impact that employee

engagement has on determining their performance (Bailey et al., 2017 p38). Many previous

studies have proven that sufficient engagement has positive effects on the performance of the

workers. Many studies have also been conducted, and their findings indicate a strong correlation

between employee engagement and the performance of each worker within an organization.
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Definition of Terms

Transformational leadership (TL): This is a style of leadership whereby a leader can

motivate a subordinate to perform above and beyond what he/she had previously believed

possible (Bass, 1985).

Idealized influence: Defined by Avoid & Bass; when a leader is respected and trusted

by his/her subordinates, it is posited by Avolio and Bass that these type of leaders will tend to

put their subordinates' needs before their own needs (Avolio & Bass, 2004).

Inspirational motivation: This is shown in a leader when he/she acts in a way that

causes subordinates to perform better by instilling a sense of meaning in their work (Avolio &

Bass, 2004).

Individualized consideration: This type of leader is usually thought of as a coach or

mentor, he/she tends to be concerned for each of their subordinates’ independent needs (Avolio

& Bass, 2004).

Intellectual stimulation: This dimension is exhibited when a leader asks questions to

increase innovation and creativity (Avolio & Bass, 2004).

Organizational Citizenship Behaviors /Discretionary Behaviors: Organ (1988: 4)

defined organizational citizenship behaviours as "individual discretionary behaviour, not directly

or explicitly recognized by the formal reward system, and that in the aggregate promotes the

effective functioning of the organization. By discretionary, we mean that the behaviour is not an

enforceable requirement of the role or the job description, that is, the specifiable terms of the
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person's employment contract with the organization; the behavior is rather a matter of personal

choice, such that its omission is not generally understood as punishable."

Organizational Commitment: Organizational commitment is a form of attitudes that

can be broken down into three essential components: emotional, informational and behavioural

(Luthans, 1998).

Assumptions and Limitation

Assumptions

The theoretical assumption is that higher levels of OCB may result in better

organizational outcomes, such as more productivity and profitability. The study also assumed

that transformative leadership has the same kind of influence on both startup and already

established organizations. The conditions in the various organizations that were investigated

were assumed to be constant to allow for comparison between transactional and transformational

leadership. The study also assumed that the only reason that made the difference in the derived

outcomes from transformational leadership settings was the style of leadership and that other

factors such as financial incentives did not have a significant impact on employee performance.

Limitations

The focus of the study was limited to performance-driven call centre environments and

did not include performance-driven organizations of any other type. Another limitation is the

study focused on customer service associates and their leaders and did not include leaders

outside of the customer service call centre environment. The research focuses on the benefits

associated with transformative leadership in the healthcare organizations to employees but gives

very little thought to the needs of the leaders. It fails to answer the question as to whether
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transformative leadership is beneficial to both the leaders and followers or if it only benefits the

followers. The study also exclusively focuses on established organizations and the conclusions

are drawn based on the findings from these organizations. However, the study does not

investigate if organizations that are just starting up will also be able to benefit from

transformational leadership in the same way that established organizations are benefitting. The

study also fails to factor in the financial implications involved with transformational leadership.

The study does not investigate if transformational leadership is more expensive than

transactional leadership in both the short and long term.

Scope of the Study

The scope of the study included transformational leaders and subordinates (a) work for

performance-driven organizations, (b) who were employed with the organization for at least two

years. The subjects were the focus of the study because research over the last twenty decades on

transformational leader state that characteristics of transformational leaders have a positive

impact on employee performance and leads to employees exhibiting discretionary behaviours.

The subjects were interviewed to give their views and opinions on the benefits associated with

transformational leadership and if they indeed were of the idea that transformational leadership is

the best kind of leadership for any organization (Tepper et5 al., 2018 p1352). Some of the

specific areas of interest were the role of transformational leadership in motivating the

employees to become better followers for the betterment of the organization. The study also

sought to establish if transformational leadership improved engagement of employees within

organizational setups.

Organization of the Study

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This dissertation follows standard guidelines on the structure and presentation of issues

raised in the study. Chapter 1 is the Introduction, providing the reader with critical relational

parameters such as the background to the study, its problem statement, and the scope of the

study. It lists out the research questions that the researcher aims to work towards finding

answers. Chapter 2 is a review of the literature and consists of two distinct components. The

theoretical construct of the topic will be developed in the first section, while literature that

addresses how the theoretical constructs discussed at the first section compare and contrast in the

healthcare sector. Chapter 3 details the reader regarding the choice of methodology and its

justification. Chapter 4 presents the findings to the phenomenological investigation through the

descriptive narrative approach. Chapter 5 is the final chapter, venturing the conclusions derived

from the analysis of data and its interpretation and also speaks about the research limitations and

recommendations for future research scope.

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Chapter 2 Literature Review

Introduction

Leadership is a process in which those in positions to lead use specific strategies to gain

the support of employees towards the achievement of common goals (Arrington, 2010; Argia and

Ismail, 2013). A leader’s style of leading within an organization has the highest potential to

impact employees. Leadership styles contribute to multiple facets of the organizational

environment and affect not only the employees' professional performance but also the attitude

with which they approach the job and how they get it done. Hence, leadership is closely related

to organizational performance since the goals it sets, and the way it motivates employees to

achieve those goals are critical determinants of how professional objectives of the organization

are achieved (Muijs, 2011; Trepanier, Fernet and Austin, 2012; Johansson, Miller and Hamrin,

2014).

Leadership is an essential construct in all disciplines, ranging from healthcare to the

education sector, from high-pressure jobs to jobs requiring tedious and repetitive work. A

significant part of employees' motivation springs from the financial incentive that he/she is

working for. However, when Maslow's Hierarchy of Needs (Maslow and Lewis, 1987) is

considered, once the basic needs that financial factors can fulfil are achieved, employees tend to

get more selective in their responses towards job responsibilities and the decision to stay or leave

(Kaur, 2013). These factors, which are factors other than the salary or bonus incentive, are non-

financial factors and include a wide range of factors related to employee perceptions of their self-
 25

worth and capability. These could range from job security to sense of belonging, organizational

support and commitment, and others that employees consider essential when working at an

organization.

A lot of emphases is placed by organizations on the concept of training leaders who can

help an organization achieve their most fundamental goals. Unlike transactional leadership which

encourages the employees to accomplish their tasks so that they can get some rewards,

transformational leadership provides the team with the necessary motivation and inspiration to

strive towards attainments of company goals (Fischer, 2016 p2652). There is a higher level of

commitment and engagement between the team and their leader in transformational leadership as

opposed to transactional leadership (Bailey et al., 2017 p50). In transformational leadership, the

leaders are encouraged to assume a mentoring role to their followers and provide the necessary

guidance through their actions and character. By being the good ideal leader with charisma, a

leader inspires his followers also to develop the interest to become leaders.

Transformational leaders are not afraid of taking risks in the pursuit of the beliefs, values,

and moral principles they ascribe to in all their undertakings. By remaining true to their sets of

belief and pursuit of their goal to the end, the leaders can establish a high level of trust from the

people that follow them (Schmitt, Den Hartog and Belschak, 2016 p595). Transformational

leadership also ensures that followers develop the necessary confidence in the words and actions

of their leader. This makes it easier for the leader to coordinate the efforts of all team members

rather than try to force them to work by use of strict rules and regulations at the organization.

Transformational leadership has been proven to be one of the main factors contributing to

employee discretionary effort. With effective leadership, the workers will feel the need to do

more than what the organization expects from them to help in the achievement of its goals. Most
 26

workers who work under transactional leadership restrict their roles to the things that are

mandatory to be done in the organization. In transformational leadership, however, the

employees do what they feel is suitable for the organization. The employees go the extra mile but

working extra hours, and coming up with new efficient ways of doing things. The employees and

followers are motivated to be creative and innovative while dispensing their duties so that the

best goals can be achieved using less effort. Transformational leadership is crucial for the

establishment of closer ties between the employees and their leader, and this could be the

motivating reason that would encourage employees to work with more dedication for

organizational success. In transformational leadership, tasks get done by engaging employees in

leadership roles rather than through the process of strict logical reasoning.

Employees who are adequately engaged in the operations of an organization are always

on the lookout for challenging situations. Since their skills are appreciated by leadership, the

employees are always ready to take on new challenges and use their unique abilities to

accomplish new responsibilities (Sahi 2017 p35). Since the employees under transformative

leadership are highly motivated and feel appreciated, they take their duties seriously to the extent

that they would be willing to hold themselves accountable for the results they intend to achieve.

When the employees are allowed to handle tasks in their unique ways without necessarily having

to observe strict rules and regulations, they get a sense of belonging to their organization

(Fischer, 2016 p2649). The employees feel that the organization and the leaders appreciate their

effort and that they are valued.

The leaderships of organizations need to ensure that the employees in the organization

are motivated to take action that would help in the achievement of organizational goals without

threats or coercion. Strict rules such as tight reporting times and minimum working hours
 27

discourage creativity by forcing the employees to adhere to standards strictly rather than let them

know what is expected from them (Elorza et al., 2016 p135). Engage mint of employees in daily

organizational operations has many positive results which are usually seen through employee

discretionary behaviour, as employees are motivated to go beyond what is expected from them at

the workplace (Donohoe and Kelloway 2016). Improvement of employee performance, a better

quality of products and enhanced employee teamwork are all resultant behaviours of employees

when their leaders use transformational leadership.

When the employees are sufficiently engaged at the organization, they become more

enthusiastic about their work. Therefore there will be lower absentee incidences and the

employees can engage with one another professionally, and in a way, this reduces disputes. Each

employee feels like an important asset to the organization because the leaders recognize and

appreciate their unique skills and talents that are important for the organization (Ng 2017 p394).

Transformational leadership fosters an environment that is enabling for the employees and gives

them the feeling of having some level of ownership in the organization (Schmitt, Den Hartog and

Belschak, 2016 p605). This is contrary to traditional transactional leadership, where the

employees only feel that they are appliances to be used for the achievement of some goals.

Employees who feel that the organizational management and leadership values them will be

more motivated to give their best in dispensing their duties.

The values of the organization also determine employee engagement. Most companies

and organizations have codes of conduct and values that guide their daily operations.

Transformational leadership ensure that leaders play an active role of leading by example rather

than just expecting the employees to adhere to the values while they violate them (Shanmugam

2018 p42). The behaviour that a leader demonstrates at the workplace is likely going to impact
 28

either positively or negatively on the employee character and commitment (Tepper et5 al., 2018

p1348). Employees who appreciate the values set by the companies and exhibited by their

leaders, they get more satisfaction from their jobs. They are able to form closer identities with

the organization and as a result, get motivated to retain the employment relationships.

Transformational leadership, therefore, encourages leaders to come up with

organizational values and take an active role in demonstrating the desired benefits through their

character. Transformational leadership creates an enabling environment for employees to work

together as a team, and to voluntarily add more effort in the dispensation of their duties for the

sake of attainment of organizational goals (Bailey et al., 2017 p35). The employees and their

leaders can form social connections at work which fosters improved interpersonal relationships

and makes the employees more committed to their duties. Employees who have friends at the

organization, especially in leadership position have a very high likelihood of being fully engaged

in dispensing their duties (Sahi 2017 p31). Transformational leadership, therefore, creates a

conducive environment for the formation of friendships and other associations because it

encourages productivity and engagement of the employees.

Communication is an essential aspect of transformational leadership. Leaders must

recognize the essential role that effective communication plays towards the realization of

organizational goals. It is the responsibility of leaders to ensure that proper communication

channels are established within the organization to ease communication between employees and

also their leaders (Shanmugam 2018 p41). Transformational leadership encourages leaders to

form close relations with their employees so that communication is made more accessible and

more effective. All the relevant information regarding the values of the organization, its goals
 29

and vision must be communicated to all the employees using various channels so that everyone

moves in one direction while discharging their duties.

Some of the key expectations from a leader are to influence their followers to participate

in collective activities and helping them to cope with the changes that are characteristic of any

organization. In the healthcare setting, leadership is a bit complicated because the leadership

theories are derived from other contexts and applied to the sector (Elorza et al., 2016 p126).

There have been several theories that have been proposed on the topic of leadership. The early

Great Man theory that states that there are people who naturally possess virtues that set them

aside as great leaders compared to others. This theory was followed by several other theories

which were used to describe the day to day styles of leadership, including democratic,

authoritarian and laissez-fair theories of leadership.

Other theories were later developed which gave recognition to why it is imperative to be

sensitive to the requirements of the workers, the nature of the task that needs to be completed and

the prevailing conditions within the environment that could enhance the completion of the task at

hand. However, present-day leadership theories put a lot of emphasis on the interaction between

the leader and the people they are leading (Schmitt, Den Hartog and Belschak, 2016 p590).

These theories advocate that it is essential for leaders to support their followers and build a

healthy relationship with them to improve their motivation and dedication to ensuring that tasks

are completed within stipulated periods and that the company is on the desired trajectory (Eberly

et al., 2017 p77). Contemporary leadership theories insist that the level of employees’ happiness,

dedication and satisfaction is greatly improved when they work under leaders who are capable of

empathy and are supportive of the employee’s individual needs.

 30

In a healthcare organization, there are many departments, groups of professionals and

specialities whose interactions are intricate and complex because different disease areas have

their limiting factors, they have different goals and the staff are derived from various disciplines.

In such settings, the various departments and specialities are likely to work together for the

achievement of common goals or maybe at loggerheads with one another (Bailey et al., 2017

p45). Efficient leadership is supposed to ensure that the diversity within the organization is

efficiently tapped for the effective utilization of available resources while encouraging everyone

to contribute to the attainment of shared goals within the organization. Transformational

leadership recognizes the need for people to develop a sense of mission rather than adhering to

the laid down rules and regulations (Fischer, 2016 p2645). Leaders are expected to provide

motivation to their followers so that they can courageously face their obstacles and confront any

challenges in their pursuit of organizational success.

Another type of leadership known as collaborative leadership occurs when individuals,

followers and leaders put their efforts together for the attainment of goals that are mutually

benefiting. This kind of leaderships advocates for effective communication of the relevant

information to co-employees so that they can make informed decisions (Elorza et al., 2016

p123). Communication that encourages collaboration between employees from different sections

and specialities within an organization is beneficial to the management of healthcare

organizations. Collaborative communication encourages the various stakeholders from varying

departments to have fruitful dialogue that can drive organizational agendas to the desired

direction (Sahi 2017 p27). Communication strategies also ensure that the various stakeholders

within an organization can share their individual experiences and the knowledge they each
 31

possess and this goes a long way in ensuring that the complexity level in the healthcare setting is

reduced.

Different people who have varying responsibilities within the organization are required to

ensure that they are in constant engagement with the people that are in leadership positions. This

ensures that they are part of the process involved in the identification of challenges facing

various departments within the organization and the relevant measures that can be instituted to

ensure that the difficulties are overcome efficiently (Robertson 2019 p167). In healthcare,

collaboration is imperative because it creates an enabling environment for professionals from

different departments to work as a unit towards the implementation of processes and practices

that are beneficial. This kind of interaction and collaborations bring about unity, integration and

interdependences between the various departments and professional groups (Schmitt, Den

Hartog and Belschak, 2016 p590). Leaders are charged with the responsibility of ensuring that

their followers are motivated to perform their duties and that they are able to be interdependence

with each other in order to realize the goals of the organization.

Effective leadership is aware of the fact that conflicts are bound to occur within any

organization, and therefore strategies must be implemented to ensure that disputes are resolved

amicably. Disagreements are bound to happen within healthcare organizations. All gaps that may

be present in communication must be addressed to evade the instances where normal operations

are stopped as a result of unresolved conflicts (Bailey et al., 2017 p42). The primary sources of

disputes in a healthcare organization are poor communication, inefficient organizational

structures, lack of teamwork among the different departments and personnel conflicts between

employees that develop out of personal reasons.

 32

Effective leaders must, therefore, come up with reliable mechanisms that can be used to

resolve conflicts at any phase so that all the people all departments involved can have positive

results. Such disputes can be addressed through strategies like consensus-seeking, encouraging

collaborations and facilitation of improved communication among other methods.

Transformational leadership advocates for solutions for conflicts to be efficient and swift before

they escalate to harmful levels.

Studies have also indicated that workers in a healthcare environment prefer to be allowed

to make their own decisions concerning their work and interaction with patients instead of being

ordered around by their superiors. Effective leadership needs to pay more attention to the

development of closer relationships between leaders and followers, which can be achieved by

delegating some of the tasks (Ng 2017, p390). Delegating tasks is an effective way of ensuring

that the shared leadership model is implemented in the healthcare setting.

It promotes co-governance, encourages learning at the workplace and develops working

relationships which are more useful for the attainment of organizational objectives (Robertson

2019 p165). Shared leadership gives the employees the power to make decisions without having

to take orders from the leaders. Employees can emulate leadership characteristics when they are

allowed to make their own independent decisions rather than solely relying on the directions

offered by the leaders. When the employees are permitted to make crucial decisions on their

own, there is a high likelihood for better outcomes in patients (Boamah et al., 2018 p185).

Developing shared leadership is, however, limited when there is too much workload for the

employees, the organizational goals are not sufficiently stated, and when the work is not

interesting among many other reasons.

 33

Theoretical Foundation

The theoretical frameworks underlying this study are Bass’ 1985 transformational

leadership theory and Organ’s 1988 Organizational Citizenship Behavior theory (Bass, 1985;

Organ, 1988). This section discussed each of the theoretical frameworks.

Organization Citizenship Behavior

Organ 1988 defined OCB initially as “individual behavior that is discretionary, not

directly or explicitly recognized by the formal reward system, and that in the aggregate promotes

the effective functioning of the organization” (Organ, 1988). There are five major dimensions of

Organizational Citizenship Behavior OCB; altruism, conscientiousness, sportsmanship, courtesy,

civic virtue (Podsakoff et al., 1990: 107-142). Altruism can be called merely helping or

helpfulness (Organ, 1997: 85-97). Conscientiousness is a discretionary behavior that causes the

employee to go beyond the minimum role requirement level of the organization, such as obeying

rules and regulations, not taking extra breaks, working extra-long days (MacKenzie et al., 1993,

57: 107-142). Sportsmanship is the demonstration of the willingness to tolerate minor and

temporary personnel inconveniences and impositions of work without grievances, complaints,

appeals, accusations, or protest, thus conserving organizational energies for task accomplishment

and lightening the load of managers (Organ and Ryan, 1995: 775-802; Organ, 1990: 43-72).

Courtesy is demonstrated in the interest of preventing creations of problems for co-workers

(Organ, 1997: 85-97). Civic virtue is a behavior on the part of an individual that indicates that

employees responsibly participates in, is involved in, or concerned about the life of the company
 34

(Podsakoff et al., 1990, 1(2): 107-142). Civic Virtue is also an employee willing participating

within the organization.

Altruism consists of voluntary actions that help others with an organizationally relevant

task such as voluntarily helping orientation of a new employee, sharing sales strategies, teaching

employees useful knowledge or skills, showing employees how to accomplish difficult tasks

(1998: 87-98; Borman et al., 2001: 52-66). More conscientiousness for an employee means more

responsibility and less supervision (Podsakoff and MacKenzie, 1997: 133-151). Borman et al.

stated that altruism and conscientiousness are the two major or overarching dimension of OCB

(Borman et al., 2001: 52-66). Employee retention is prominent in organizations resulting from

the effects of altruism (Dash & Pradhan, 2014).

An important characteristic that affects the OCB is organizational commitment.

Podsakoff et al. (2014) and Organ et al. (2006) stated that the variables satisfaction,

organizational commitment, and confidence in the leadership are mediating variables that

influence the OCB. Employees’ commitment is the pride of the employees of the organization as

well as the viscosity of the bond between employees and the organization, which is believed to

be able to increase the Organizational Citizenship Behaviors or discretionary behaviors (Indarti

et al. 2017). OCB defined as discretionary, which is defined as extra role behavior at work place

that did not link with their job requirements. Some employees exhibit OCB that is above and

beyond the requirements specified in the job description for the job that they are performing.

Carpenter 2013 posits, Leaders cannot enforce the presence of OCB, and its absence cannot be

penalized or disciplined (Carpenter et al., 2013)

 35

Transformational Leadership theory

The theoretical construct was primarily promoted by Burns (1978) as a result of

observations in political environments and was later expanded and built upon through a

psychological perspective by Bass (1985). Bass and Avolio (1994) characterized

transformational leadership as being composed of four unique but interrelated behavioral

components: inspirational motivation (articulating vision), intellectual stimulation (promoting

creativity and innovation), idealized influence (charismatic role modeling), and individualized

consideration (coaching and mentoring).

Transformational leadership assimilates traditional ethics theories where leaders

encourage moral behaviors and the dissolution of selfishness for the betterment of others within

the organization (Bass, 1985; Pandey, Davis, Pandey, & Peng, 2015; Sahin, Cubuk & Ushi,

2014). Transformational leadership can be directive or participative and research has

demonstrated that transactional leaders affect the organization’s performance less than

transformational leaders (Hirak et al., 2012; Pandey, Davis, Pandey, & Peng, 2015).

Northouse gives a great example of when Transformational leadership could have been

used to have a positive outcome as it relates to change within a long-standing traditional

organizational (Northouse 2007, case 9.1, p 196). Transformational leadership has been

identified as a managerial or leadership practice that strives to transform employee perceptions

regarding their roles and capabilities so that they are motivated to move together as a unit (Bass

and Bass, 2009; Avolio, Walumba, and Weber, 2009). Transformational leadership theory

encourages leaders to inspire employees by establishing organizational objectives, promoting a

 36

vision amid personnel, and influencing change within the organization via inspiration (Bello,

2012; Hirak et al., 18 2012; Krishnan, 2012; McKnight, 2013). Transformational leadership is a

type of normative theory of leadership that indicates how leaders ought to behave (Grant, 2012;

Hyypia & Parjanen, 2013; Olafsen, Halvari, Forest, & Deci, 2015).

Effective leadership empowers employees and this empowerment can be manifested in

four ways, firstly by employees feeling valued, by employees learning, employees being a part of

a community, and work being exciting (Hogg, Van Knippenberg & Rast, 2012; Olivier, 2011;

Siegel, 2015; Voegtlin, Patzer, & Scherer, 2012). Hence, employees and leaders become one

whole unit to accomplish organizational goals. There are multiple benefits in this approach as a

team: there is an extensive amount of trust between leaders and employees who know where to

turn when they need help or guidance as well as when something has gone wrong. Strongly

associated with trust are the twin factors of admiration or respect for their leader and loyalty

(Obiwuru et al., 2011; Hemsworth, Muterera, and Baregheh, 2013). Extending the theory in the

context of organizational management, Bass (1985) observed that transformational leaders look

at the bigger picture. They regard the strengths and weaknesses of their team members carefully

based on which they create awareness for organizational goals and the mechanisms through

which these goals can be achieved. They not only possess substantial awareness of what is

required in terms of objective-based organizational outcomes but also how they can apply the

strengths of each team member to achieve the goals (Ekaningsih, 2014). When the team

members are treated as equal stakeholders in the outcome process, they are primarily being

motivated through non-financial factors such as creation of trust, respect for their leader,

awareness of and belief in the organizational vision and most importantly each team member's

role in contributing to the achievement of those goals. Yukl (1999) convincingly summarizes
 37

charismatic behavior as ‘articulating an appealing vision, emphasizing ideological aspects of the

work, communicating high performance expectations, expressing confidence that subordinates

can attain them, showing self-confidence, modelling exemplary behavior, and emphasizing

collective identity’ (p. 293). Transformational leaders stimulate their followers to think about old

problems in new ways and encourage them to challenge their own values, traditions, and beliefs

(Hater & Bass, 1988).

Past Studies

Various researches have been done in the past in academic literature, these studies show

the impact of transformational leadership on a personal level, the influence on the leader, on their

workers and the impact it has on the general operations of the institution in large. The general

operations of the organization involve the organization transitions and the worker's performance

as observed by the followers. (Tucker, 2006, p.195) conducted a research to assess how

transformational leadership influences high education results of employee satisfaction, the efforts

plowed in and its benefits. Tucker's research targeted a leadership profile that was thought to be

existent in the Southern urban university applying the MLQ in the research. IN the case of this

research he used the MLQ to decide the ability of the instruments used to carry out the surveys

that predict the thoughts of the workers on the leadership style adopted by their leaders in the

institution and how fruitful the style was to the institution in general. The study by Tucker aimed

at exposing the workers' thoughts and the extra efforts they put in their operations to please their

masters. The study would also reveal the workers' attitude towards their leader and the leadership

style they employ. Tucker aimed at deciding on the leadership style identified in her study, the

research was spread out to all administrations including academic and health institutions. The

test on leadership theory was spread within the government administration and business
 38

administration was also covered to some extent in the study, Tucker used all this research to

decide if the leadership theory was relevant for application in the higher learning institutions.

Those who took part in Tucker’s research study included the deans, chancellor,

administration, heads of departments and the chosen faculty (Tucker, 2006, p. 195). Tucker was

keen to put the feedback of the individual participants into groups. There were three

classification levels that he used to group the responses. They were outlined into college,

division and university ranks. Tucker also combined objective sampling into the study because

the purpose was to reveal the personal leadership styles used in each level. The outcomes of the

study revealed that the transformational leadership style was that was the most suitable in

running the university administration. This was a suggestion made by the MLQ that was

employed in the study. The fact that the study revealed that transformational leadership was

highly adopted then it is a reflection that the style brought about satisfaction in the institution in

terms of operations, the success of the institution and the extra work put in the Southern Urban

University of higher education.

Tucker also suggested to research on the organizational satisfaction, success and extra

work of the Southern Urban University applying a quantitative research procedure. The

quantitative research procedure suggested testing the organizational satisfaction, success and

extra work in an all-inclusive community-university structure. The magnitude is the variance in

the university's student population and the students' education projection. Nevertheless, the

significance of the results of the two types of research exposes all the details required for the

improvement of both sets of institutions offering higher education.

 39

Another study was conducted by Irlbeck (2001, p.94) to research on distance education

now the famous online education and the attributes of transformational leadership in public

colleges and universities that offer four-year programs. In her research, she found out that

transformational leadership was significant to act as a guide for visionary and culture-

transforming leadership theory. Irlbeck (2001, p.47) rolled out a survey, it was made up of

sections of two surveys that were in the rotation earlier. Distance education in higher education

was on4 of the surveys, it included the Statistical analysis report form The National Centre for

Education Statistics. The other survey was the MLQ Short Form Self-Report Version. The

survey was administered through email to 145 public institutions of higher running. According to

Irlbeck (2001, p.82), the survey received a 52% response and this was a representation of every

state and district of Columbia.

The research exposed that there was a massive change that was occurring in the public

institutions of higher learning. The old lecture hall system of teaching was being replaced with

the teaching and learning experiences Irlbeck (2001, p.76). The statistical survey outcomes

showed that the transformational leaders were holding positions in online learning sessions but

they were yet to differentiate transformational leadership attributes of the online academic

leaders in feasible and nonfesiable sessions.

Kim tested if it was possible for the book of transformational leadership characteristics

developed in the United States structure was applicable in the Korean structure. Kim employed

the Leadership Attributes Inventory to test and check the similarities of the thought presidential

leadership characteristics by the faculty members and the heads of states themselves (Choi, Kim,

Ullah and Kang, 2016, p.453). Kim investigated to get to the root of both personal and

institutional attributes that would influence both the characteristics and success of the leadership.
 40

The examination of the present leadership operations was important in the study and that way he

tested the success of leadership in junior college presidents. This examination was achieved by

questioning the faculty workers and testing their feedback to the president and investigated the

bond between the leadership characteristics and leadership success.

Kim’s research used the survey procedure to scrutinize the thoughts the presidents hold

about themselves and how the faculty workers think of the president. Both population samples

integrated all the junior college presidents in Korea and all full-time faculty workers in junior

colleges across Korea (Choi, Kim, Ullah and Kang, 2016, p.459). The statistics at the time of the

study were as follows; 152 junior colleges and 9004 faculty employees who were all involved in

the survey. Due to low rates in faculty employees, Kim objectively chose all presidents. Kim

employed both stratified and random sampling techniques to improve the representative

attributes of the colleges going by the total number of schools in Korea. By using these sampling

techniques the research presented 1092 full-time faculty workers from 33 colleges. The survey

received good feedback because of all the 1244 questionnaires administered to the 152 junior

presidents and 1092 faculty workers Kim received 740 feedbacks which translates to a 59.5%

feedback rate. Of the 740 feedback reports, there were 659 responses from the workers and 81

from the involved presidents. For the workers, it was a 60.3% response rate while the presidents'

response rate was at 53.3%.

The outcomes of Kim's investigation showed the medium scores on the presidential

participants were higher compared to that of the faculty workers and the conclusion was that the

faculty workers in Korea had similar perceptions about their presidents as the Americans had to

their higher education mainly in technical institutions. There was a huge difference between how
 41

the presidents thought of themselves and how the faculty workers thought of them (Choi, Kim,

Ullah and Kang, 2016, p.468).

Current Studies

There are also numerous modern researches on literature that tackle the significance of

transformational leadership attributes within higher academic institutions. Basham (2012, p.343)

researched to investigate the behavior and attributes of presidents of high academic institutions.

In the most recent study, he employed the Delphi study to collect opinions and make the final

decision if the application of transformational leadership has had any impact or can have any

impact. At the start of the study, he first sampled 300 university presidents all from accredited

private and public institutions of higher learning in the United States. He sampled the institutions

from the 25th anniversary Higher Education Directory. He chooses the institutions using the

random numbering selection criteria from the Random Number Generator in Excel TM software.

Basham intentionally excluded all the presidents from institutions that were named as technical

colleges. The roles of technical colleges are to make sure that the students are equipped with

hands-on training, skills, comprehension, and ideas that relate to various fields of economic and

social life (Jackson, 2017). The technical colleges are what are regularly addressed as vocational

institutes that make sure that the students are practically trained in their fields of occupation

(Jackson, 2017).

From the selected sample of 300 presidents who participated in the survey, there are only

52 who gave their feedback which translated to a 17% response rate. This 17% was the number

of presidents who were used in the Delphi study as the board of experts in the first stages of the

study. It was this board that set the various indicators applied in the study such as the issues,
 42

concerns, leadership skills, leadership concepts, and good leadership traits. These findings were

the foundation of the conclusion made by the panelists as they identified the urgent need for

leaders to be committed to serving their workers and other stakeholders by delivering to the set

goals, vision and purpose and do this in the right values and procedures. The higher institutions

of learning that were identified to be doing very well had their presidents in the list of presidents

who were committed to service, they are passionate about delivering to the institution's needs,

they are persistent in their endeavors and they are aggressive in their operations. It is these

qualities that were identified to set the pace towards higher institutions' success as they motivated

both the workers and the stakeholders to also play their roles passionately. The presidents in

thriving institutions embraced and encouraged the spirit of teamwork towards achieving the

institution's goals Basham (2012, p.343). Through the Delphi study, Basham was able to prove

that transformational leadership skills and ideas in high education institutions are important when

employed in the evolving learning environment and the different types of workers in the

institutions.

Technical training has a reputation for streamlining both the mental and physical

attributes of a person. Technical education and skills are significant in improving a person's

competence, power, and prowess that is needed to utilize the natural resources for economic

development (Vereba, 2014). This account is important for both Kim’s study that focused on

universities and Basham’s research that targeted technical colleges. The results of the two studies

((Choi, Kim, Ullah and Kang, 2016, p.458) and Basham (2012, p.243) expose the important role

that transformational leadership plays in the improvement of universities and technical colleges.

It improved the training students received while on session both in general education and those

that required hands-on training in the technical colleges.

 43

Employee perception of leadership

This part of the literature review tests the literature that involves the thoughts of the

follower concerning transformational leadership. The guide for this study was the relationship

between transformational leadership and the workers' thoughts of leadership effectiveness in a

combined college of higher academic training. The discussion takes a deep dig into what the

workers think of their senior leadership in a leader-follower perspective. Information concerning

the relevance of the worker's thoughts of certain features of work should involve relevant

leadership and analysis, communication and the results of leadership within the organization.

In the old days, the kind of leadership that was dependent on the character and behavior

of the leader was overshadowed by transformational leadership (Uhl-Bien et al., 2014, p.97).

However, if the workers are always waiting to be driven by the opinions of the leader then the

employees would form a good foundation for the mysterious difference in understanding of both

leadership patterns and the effectiveness of the transformational leadership style. The

investigation of workers understanding and character can better explain the expected results of

personal and institutional achievements (UhlBien et al., 2014, p.101). The workers with a

follower centric perception of leadership and see their leader as a transformational leader have

the habit of putting more effort into their operations.

Bass stated in his research that workers who have a follower centric perception of

leadership hold very high expectations for their leaders. In cases where the leaders meet the

expectations of the workers then the workers tend to build their trust, respect and leave all the

authority in the hands of the leader, the workers are then left to explore their potential without

limits (Bass, 1985; Vondey, 2008, p.58). It was revealed that intellectual stimulation plays a role
 44

in improving the workers' apprehension and they motivate the workers to have a different

perception of past and regular issues that they may encounter in their operations. It was also

revealed that transformational leadership directs the workers' understanding of leadership when

leaders accept and advance the workers' desires.

Follower centric theory reveals that just setting high goals and visions for an institutions

may not motivate the workers to work better and enjoy their operations but organizations should

be determined to build high levels of trust with their workers. With trust, the institutions will

reduce worker monitoring and invest in empowering the workers to have self-driven individuals

running the operations. This will motivate the workers to be better as they put more effort into

the desire to deliver quality services (Kohles, Bligh, & Carsten, 2012, p.481). The workers define

leadership satisfaction based on how the institution heads receive and understand the workers'

vision, how they include the workers' vision in the general institution operations and how they

address the workers on any issues that may concern them or their collective vision (Kohles,

Bligh, & Carsten, 2012, p.481, p.479). It is good for the organization's leadership to make sure

they include the vision to workers' desires, worries, and obligations as a way to prove to them

that leadership has their interests at heart. The workers are the ones who decide if the vision is

received positively or it is just allowed to pass without any recognition. The workers have their

way through which they communicate their thoughts on the effectiveness of the organizational

leadership. They do so through the workers' behavior at work, their level of commitment to

organization operations, worker satisfaction and finally giving credits to leaders based on the

institutions' operations and success (Kohles et al., 2012, p.481). The investigation of personal

and social changes such as leadership analysis, effective communication, compensation, and

leadership results within the institution impact the workers' understanding.

 45

Appropriate Leadership Analysis

Different bodies have different criteria of gauging a leader's success but most of them

use, profits, productivity, expenditure and losses to rank success. Reports that are published

annually by different organizations and institutions are a reflection of the achievements of the

leadership and they also give the direction the institution is taking (Mello, 2015). They are used

to make decisions on whether to continue holding the leadership and management or to bring

about change and achieve more as an organization. Success or failure of a leader affects the

company and all its workers either positively or negatively. The biggest challenge that

institutions and organizations face is finding the best team of leadership that will guide the

operations of the institutions and have a drive on the workers in an effective manner (Braksick,

2007). Leaders will help achieve the organization's goals and vision. Appropriate leadership

should have a positive impact on the company's operations. Many organizations make mistakes

when they use the financial success of their organization as the measure for appropriate

leadership. By using these criteria they miss on a key point and that is the leaders' desires to have

the organization prosper in the future. A good leader in an organization may fail financially but

have planned well laid to achieve more in the future (Braksick, 2007).

Profitability has a direct connection with worker and consumer satisfaction (Mello,

2015), it is used as a basic criteria for measuring an institution's achievements. Studies have been

done and the results have shown workers satisfaction leads to the employees delivering quality

services to the consumers and as a result of good and improved services the customers get

satisfied. Customer satisfaction leads to the consumer coming to the organization or institution

for more services and even referring their friends leading to more profits for the organization

(Yee, Yeung, & Cheng, 2008, p.658). The three are directly connected and so if the worker is not
 46

contented with treatment in the organization then services delivery will be poor and the

customers will be forced to look for other sources of better services. Of these three measures of

institution success, worker satisfaction is the most sensitive measure. If the worker is not in good

terms with the management and leadership them all other factors lose value and meaning because

they fail. Worker satisfaction is the foundation of all other measures of institution success

(Jackson, Hitt, & DeNisi, 2003). The dynamics in the business and industry are evolving and

taking a different direction daily and so it is upon the leaders of these organizations and industry

to understand the important role that is played by their workers and the impact they bring about.

They should have a clear mental picture of how worker satisfaction can influence profitability

and come up with strategies that they can use to maintain their workers in a high mood to make

sure they deliver the best of services. The employees have a role to play in reducing or increasing

the company's profits (Gustafsson & Johnson, 2009). The company should have better ways and

strategies moving forward on how they intend to maintain the balance between worker

satisfaction, customer satisfaction, and institutions' total profits to make sure the institution does

not incur losses (Mello, 2015; Duarte, 2011).

Effective Communication

399 respondents were involved from different organizations, the participants were

between the ages of 25-50 years. According to their feedback, it was proven that the

transformational leadership style has a higher influence on worker satisfaction compared to all

other styles of leadership Ramos’ (2014). It showed that transformational leadership had a high

influence on worker satisfaction based on how the bank workers communicated with the

customers who visited the banks. The study involved 33 respondents who were full-time workers

and they all willingly filled the survey forms (Ramos, 2014). From the results of the study, it was
 47

concluded that the workers represented a high rank of worker satisfaction and job satisfaction

based on the positive communication that regularly took place between then and their

organizations' leadership which employed the transformational leadership style to run the

institution. The recommendations are for the different organizations to apply transformational

leadership and always evaluate its success to make sure that all the workers operating under it are

satisfied with the job that they do (Ramos, 2014).

Compensation

Many institutions and organizations have their different ways of motivating their workers

to continue doing better in their operations, in most cases they use monetary tokens and

incentives to keep their workers in high spirits. From researches that have been done, it is clear

that may institution leaders and managers have a stereotype about workers that make them think

that the employees are always motivated by money (Duarte, 2011; Mello, 2015). It is because of

such assumptions that the leaders mistake and see the workers just as tools of operation that can

be disposed of at will. The workers who operate under leads who see them as human capital have

a very hard time in their duties. It is not disrespectful to view workers as human capital but it is

bad to just point out their need for money, the leaders should strive to have better ways in which

they can compensate their workers. Money only serves as a short term solution to an unending

problem in the institution's operations. Institutions should employ a transformational leadership

style in their operations to try and change the institution's behavior and culture. They should be

determined to replace their old operation strategies with creativity, growth, and development as

well as focus on making their workers satisfied in their operations.

Transformational Leadership Style Variables

 48

There is a non-experimental quantitative survey that was done investigating the

connection between transformational leadership style and employees' interpretation of leadership

achievement in higher running institutions. The quantitative study used the MLQ as the

instrument of study, it tests transformational leadership style characteristics and traits (Avolio &

Bass, 2004). There are those characteristics and traits that are defined. These and other variables

such as intellectual stimulation, inspirational motivation, individualized influences, and

individualized considerations make up the independent variables of the transformational

leadership style. The MLQ is also capable of measuring the worker's comprehension of

leadership success as indicated by the results of the leadership section which are achievements,

extra efforts, and satisfaction which are the dependent variables (Avolio & Bass, 2004). The

main aim of the study was to examine the relationship between the independent variables of

transformational leadership and the dependent variables of workers' comprehension of leadership

achievements.

Independent Variables

Good influence is highlighted as the high level of charisma that a leader portrays. The

good interaction that is possessed by the leader makes the workers to be inspired, build trust and

believe in him, show appreciation and show loyalty and much respect to the leader. The good

influence is made up of two parts, the good behavior, and good characteristics. Good behavior

refers to the worker's perception of their leader's attributes that they are known for. A leader with

good attributes is said to have unique characteristics, is well respected by the workers, he is

confident in all his operations and serves as a role model to all other staff who work under him.

The good behavior is a description of the actions that the leader shows in public and their

conduct of operation as observed by their followers (Bass & Avolio, 2004). It is this behavior
 49

that is seen by the public eye and makes the leader be treated with respect, to be seen as morally

upright with a good taste of ethical principles and also make the leader expose sense of purpose.

Individualized considerations represent the kind of leaders who are happy to see their

staff making progress and developments in their careers. They help the workers to climb through

the ranks to the top by providing advice, coaching and have mentor sessions with them to make

sure they become better in their operations (Duarte, 2011). The leader makes it their obligation to

provide the workers with all the required resources to facilitate their advancement to higher

levels. The follower is assured of total support from their leaders because the leaders make sure

they have individual conversations with the work so that they can get their challenges first hand

(Hemsworth et al., 2013, p.859).

Intellectual stimulation is the definition of a leader that is capable to adjust, motivate and

encourage the followers in unison. The power of the leader is felt when the institution is going

through challenges that require tuff decision making, the leaders encourage teamwork, make

informed decisions on behalf of the entire institution as well as make plans and schemes for the

organization. In intellectual stimulati0on the leaders portray many things but the follower is left

with the task of choosing what they want to adopt from the leader. The leaders who show

intellectual stimulation are very open to criticism and they allow the people to air their opinions

freely.

Transformational Leadership in Health Care

Nursing environments that succeed in Magnet designation have to adopt the

transformational style of leadership in their health facilities. More than twenty years ago there

was a shortage of medical practitioners and the American Academy of Nursing was looking for
 50

health facilities that had managed to hold their highly trained personnel in the medical field. The

results of the analysis that was done showed that the hospital that retained well trained medical

practitioners had some common factors. These common factors were then referred to as forces of

magnetism. The organization has now grown and they currently have 460 hospitals in the United

States and 7 more in four countries that are identified by the American Nurses Credentialing

Centre for their good operations in the health sector. Getting included in the magnet designation

is an achievement of many health facilities because it is the pinnacle of excellence in the health

sector. Some researches have been done and they have shown that this type of ranking in the

health sector has lead to improved services in the nursing industry.

After establishment, the magnetic designation was improved in 1998 so that it could

accommodate even those hospitals that provided long term healthcare services. In 2008 another

modification saw the magnetic enhanced to involve even the international health care

institutions. Later in the year 2008, the American Nurses Credentialing Center initiated a

magnetic model that emphasized all its members to adopt the transformational style of leadership

in their operations.

Transformational leadership has proven to bring about change in working environments

that were unstable and uncertain which include many modern healthcare organizations (Weberg,

2010, p.249). It is maybe challenging for all facilities in the world to get to the high rank of

magnetic designation but with the application of the transformational style of leadership then the

medical practitioners can learn a lot of things from its principles (Aiken et al., p.3334).

Transformational leadership in the health sector has proven to support an excellent working

environment that has unique results in patient care.

 51

In the health care sector, there is a culture that was started where the organizations in the

healthcare sector have directed their abilities to motivate the medical practitioners by getting

them to the three highest ranks of Maslow's ranking. The health workers are highly motivated by

good compensation benefits that help boost their physiological desires, the organizations make

sure that their employees' are safe by making sure that their operating section is secure. The

employees feel safe when the organization follows all the policies put in place by the state to

make sure that their operating grounds are safe.

Transformational leadership can influence the workers to meet the high-end requirements

such as self-esteem and self-actualization. Those who follow in the footsteps of their leaders find

it work delivering quality services to their clients with the desires that one will also be leaders.

Through their high-end services, they contribute to the growth of the medical sector (Marshall,

2010). The transformational leadership has a huge difference in how it affects the individual

workers as well as the organization. There have been conflicts in the past on the capabilities of

the transformational style of leadership. Currently, leadership has been highly accepted in the

health sector as it has brought about huge contributions. The backbone of this style is the leaders

and employees who hold very crucial goals and visions that they want to achieve as a team.

The transformational leaders who have managed to bring about change in the health

sector in the United States medical organizations have some common characteristics. These

characteristics include; they are role models, in many organizations that are focused on the

delivery of quality services to the consumers then the leaders are always setting the pace for

other employees. Leaders, transformational leadership are always the first to engage in the tasks

that they want their employees to address (Caldwell et al., p.185). They are the drivers of the

change they desire to achieve in the organization. They participate in setting high goals for the
 52

organization and along the way they act as the catalysts to boost the worker's morale towards

achieving them. They have the design to get to what seems impossible and they are persistent in

their struggles till they make it to the end. They set smart visions that make others have the drive

and feel obligated to be part of the team that achieves the vision. They are passionate about work

and they hold their position with so much charisma that they command respect from others in the

organization.

The second characteristic of leaders who employ the transformational style of leadership

is that they have a vision beyond the basic achievements in the healthcare organization. They

think of how they can improve the health sector to make sure that the best services and even

reach those who are in the outside world through their work (Caldwell et al., p.184). They

engage the organization in other affairs away from the medical field to make sure that they are

living in an all-round society that does not fall short of anything. They have good communication

skills that they use to present their vision to other workers and they do it with so much surely and

certainty that it sounds easy and possible. They are committed to their work and this raises the

spirits of other workers who also feel obligated to deliver.

They employ the interdisciplinary procedure, they do not despise anybody who has a

different idea from what they think but they rather bring them closer to the table and get to listen

to them. They integrate great ideas to make sure that they have a strong foundation and support

for their goals and vision. They accept that all people in the health sector have different thoughts

and opinions and what they want to do for the sector to make it better (Caldwell et al., p.178).

They have a high regard for connections. They strive to make positive relationships with others

and have relationships that have a strong foundation of trust. They give a listening year to listen
 53

to issues and have the will to come up with suitable solutions. They mean what they say and they

are not slowed down by challenges and obstacles, they are always in high spirits.

They are always advocating for change and improvement of the services and operations

of the organization. They are always pushing people to get out of their comfort zones and

explore new challenges where they can provide solutions. They believe in the theme of change

and they encourage their employees in the organization to always have open minds during

operations to create space for new works. Operating in an open environment where all ideas are

welcome helps bring about solutions other than just complaining to the organization. They are

quick to hold themselves and others in the organization accountable for their actions (Caldwell et

al., p.183). They grill those who do not show the desire to deliver towards the achievement of the

organization's goals. Those who undermine and demean the works taking place in the

organization. They set goals and they scrutinize the possibility of achieving the dreams after each

stage of operations in the organization. They are very optimistic about what the future holds for

the organization.

They have good blood and they mentor other persons in the organization. There are

leadership programs within the organization that is established to grow other visionary leaders.

They identify people with different potentials and abilities and they take time to nurture them.

They are empathetic and support sincere operations. They are quick to accept the contributions

of different people and that way the workers feel accepted in the organization fraternity

(Caldwell et al., p.182). They advocate for competency in the health sector. Competent

employees reduce all forms of injuries and accidents while in the medical field. They are

interested in reviving the long days where medical services were not business but were more of

doing justice to mankind. They discourage sole operations in the organization to enhance ideas.
 54

They are quick to help employers feel their impact on the process of making changes in

the medical section. They use all means of training their employees to make sure they do not

miss any form of training. They integrate both the old and the modern ways of solving medical

problems. Equipped with all means of solving a problem make the providers better since there

are times when a problem needs a cross bread of all means (Caldwell et al., p.177). It also makes

the employees better in their game, when one means fails they always have a backup plan. They

are community men and they actively have roles to play in the community initiatives. They

advocate for equality in the community development services. They give every member the

chance to feel appreciated. They encourage public participation before any operations that

involve the entire society are involved. They live within the community that surrounds them to

make sure they are aware of the community's current affairs and say a word where necessary.

The Conceptual framework of the study

The Conceptual framework shows the correlation of the variables of the study. The

variables are the four transformational leadership dimension adopted by Bass 1985. These are the

idealized influence inspirational motivation, intellectual stimulation and individualized

consideration concerned with the employee engagement as the go-between along with

subsequent organization performance as the dependent variable. Schmitt, Den Hartog and

Belschak (2016 p590) showed pre-assumption about employee engagement is that

transformational influences organizational performance through the participation of the

subordinate to their jobs and organization. The four transformational leadership styles were

analyzed to show the relationship with the employee behaviors in the work environment and

their performance. The enhancement of the employee engagement and the relationship between

the performance of the organization and transformational leadership is essential to the leader.
 55

The four Dimension of transformation

The leadership literature reveals the turning point of transformational leadership qualities

that differs from the Bass theory as transformational leadership theory suggests. In considering

the Great Man theory, there is an exploration that leaders are instinctive and only individuals

with extensive intelligence, ardent decision making, and supremacy aptitude can lead to the

multitudes (Burn 1978). The proper transformational leadership is transpired through a

relationship of employee and the management leaders to create a good working environment. An

operative leader usually lacks or do not maintain the power and authority yet that acquire a

reasonable atmosphere for transporting the leader and the employee together in solving

problems, constructing new performance methods along with administering the change as a

team.

Moreover, Bass (1985) showed that the four dimensions of transformational leaders are

the Idealized Influence, Intellectual stimulation, Inspirational motivation and Individualized

consideration. These dimensions relate to the values of the leader and the relationship with the

employee in their working environment. The transformational leaders then need to embody

values which influences the follower in surpassing self-interest for the entire group betterment in

an organization to contribute to the increased levels of accomplishment in performance. In

enhancing the four dimension of transformational leadership Organ (1990, p.53) indicated that

the leader uses those specific traits in encouraging along with motivating others in surpassing

their self-interest. Besides, employees committing themselves to the designed goals and

objectives and inadvertently outperform past capability and expectation. The transformational

leader is constructed to acquire or show attributes of charisma or idealized influence, intellectual

stimulation and individualized consideration. According to Northouse (2016, p34) indicated that
 56

Bass believed that the focus interwoven between the leader and follower relationship is required

to centre to the follower and to care of their interest.

Hence, Bass 1985 theory of transformational leadership that is ideation influence or

charisma, inspiration motivation, intellectual stimulation along with the individual consideration.

Idealized Influence

Idealized influence is often referred to as individual or charisma as it relates to the leader

and employee’s behavior. This is the first dimension referring to the leader actions which

evaluates and develops the group values and goals silent. According to Saboe et al. (2015, p178)

provides that a leader need to diversify the cooperation as well as the teamwork through the

installation of desires to work and move towards the common goals. Bailey et al. (2017 p50)

proposed that a leader enhances these qualities through the articulation of a group vision and

fosters a group goal acceptance. The emphasis of a transformational leader is significant in

elevating the values of the employees and staffs and move from self-interest to social interest to

facilitate the cohesion of the group.

Moreover, Bono & Jude, (2004, p902) articulated in their research that a leader

demonstrating high ethical values and responsibilities emerges as a role model to the

subordinate, the inspirational motivation along with the individual influence are all characterized

by the charisma qualities. The perception is that the charismatic leaders are positive influences

the follower and can alter the self-focus of employees to move them from negative to a positive

focus. The outcomes of ideation influence to the employee tends to help the subordinated to be

involved in the leader's vision and willingly make a considerable sacrifice for that very vision.

That leads to commitments. Thus the responsibility and self-indulgent for the wellbeing of the
 57

organization assists in the achievement of the corporate set goals and view towards the growth of

the employee and the entire company as a whole.

Bailey et al. (2017 p36) argues that despite the idealized influence being under scrutiny

due to authoritative qualities of the leader, it mandates the leader to offer a positive role model

through a high ethical behavior and instilling pride to the employee by gaining respect and trust

of the team workers. The latter attribute of a transformational leader motivates the employees to

squeeze their performance and innovative ideas to give the very best output to enhance the

performance of the organization (Boamah et al., 2018 p182). Diligently, as an employee feels

motivated to perform at their very best, they become consider and enjoy their occupation as their

own calling. These employees then develop that commitment not only associated with their jobs

but also the organization that leads to the performance of the organization.

Trust in a leader significantly results from the effectiveness of transformation qualities. A

positive relationship between associated with idealized influence is trust and respect. A direct

link in leadership with idealization qualities and confidence indicates that a lead trust is

conceptualized as faith and loyalty for the employee best performance and job satisfaction (Bono

& Jude, (2004, p906). The employees can feel the wrath of satisfaction when a leader builds and

facilitate trust since they determine how to make a committed vision. Trust on the leaders is

paramount as it tends to be a factor that affects performance. The employees then show

behaviors that are associated with the trust of leaders in case they want to work together and

become appointed to the desired goals. Toor and Ofori (2009, p230) research showed that the

ethical leadership correlates to the idealized behaviors of transformational, which make the

ethical leader adhere to the employee wellbeing. The ethical responsibility and trust are essential
 58

in an organization such as in healthcare to examine leadership and employee outcomes along

with the culture developed in envisages of ethical leadership.

The idealized influence leaders in the healthcare act as role models in sharing the risk

with the employee and display moral and ethical conduct. Riaz and Haider, (2010, p29) research

found that one of the possible extension is examining the influence of a leader on the motivating

the employee to willingly take the risk for the benefits of the organization and the wellbeing of

the clients. The risk in this way represents the special needs related to the decision to be made

when a challenging situation arises in the facility, whether it is consumers or employee-oriented.

These decisions making due to an emerging problem are the uncertainty in the outcome of the

decision being made or proposed according to the danger and relative measures that come with it

and its impact. There is a possibility the leader can effectively inspire the employees to take

personal risks through the use of resources for the wellbeing of the organization.

The diversity of the characteristic or phases leaders encounters distinguished him or her

as a charismatic or non-charismatic leader. A charismatic leader perceives a great sense of

fulfilling the requirement of their followers in the articulation of a shared vision and provision of

innovative methods in attaining the shared vision. The essentiality of the transformational leader

becomes successful after attaining the charismatic perfection to the perspective follower

(Northouse, 2016, p56). The individualized influence of a leader is displayed when

acknowledging the employee’s needs for achieving and growing through monitoring and

coaching. According to Bass and Avolio, (2014, p67) deduced that individualized influence

could be used to illustrate or define a transformational leader as an individual acting as a robust

 59

role model for the followers along with the identity of the workers with the transformational

desire. These desires emanate from the emulation of transformational leaders with the obligation

of surpassing the limits of their capability for the betterment of the organization wellbeing.

Intellectual Stimulation

The intellectual stimulation is a transformational leader’s representation. It implies that

these are the group that cultivate capable followers, stimulates creativity and rational

engendering of innovative concepts along with the demonstration of the multiplicity thinking

with new alternative (Utami, 2013, p420). These transformational leaders in healthcare often

inspire the internal learning environment in an effort of establishing the essential requirement of

the patients and the healthcare givers. The intellectual simulation instill the opportunity to the

followers to discover new ideas and innovative technology or procedure in healthcare as a way

of increasing safety in performance and responsibility. According to Bono and Jude (2004, p902)

argued that the concern faced by the followers is ensuring the personal alignment along with the

goals and objectives v the organization and leaders motive. Moreover, the intellectual stimulation

augments the capability of employees to resolve and comprehend challenges by provoking and

ingenious exercises that is inclusive of the values and beliefs modification.

According to Harter, Schmidt, and Keyes (2003, p211) concluded that in the time,

employees are offered with the opportunity and encouraged to develop and proceed

intellectually; they become more engaged in their work. The leader helps the employee to have

intellectual growth where they learn new skills and knowledge, which lead to positive emotions

filtered through the holistic organizational culture. The transformational leader according to

Avolio, Walumbwa and Weber (2009, p430) noted that they influence the employees to have the
 60

ability to examine things critically along with finding a novel solution during a challenging time

in the workplace and turns encourages them to be involved, establish positivity in the work and

motivated. Employee upon learning about their position and positive interaction with their

managers and supervisors help them build a working environment where they promote the

operation of the workplace through teamwork, decision making and facilitating the development

of the future goals. The more the employees are motivated, have their personal interest

considered make them feel part of the organization, which results in an innovative background.

The intellectual stimulation dimension associated with the transformational leadership

measure has an elaborate, constructive relationship embedded in the efforts instilled by the

subordinates. Bass (1978) illustrated that the stimulated intellectual leaders is an individual with

managing skills and knowledge of the employees and can discern, comprehend, articulate and

conceptualize issues. The stand of these leaders then can help to associate their workforce with

using the opportunities presented to mitigate threats and weaknesses that face the organization

and use the strengths and weaknesses to improve the market share and competitive advantages.

Boamah et al. (2018 p185) illustrate that the transformational leaders develop their followers to

have the ability to become innovative and establish techniques for solving traditional problems.

The latter issues are opined by allowing the employees and other subordinate staffs to seek

intellectual methods of solving problems and embracing challenges, analyzing the situation

presented along with questioning the beliefs and values of the organization and the way they

align with the quality products and services to the clients.

The subordinated placed in a working environment with essential power in making

decisions with less work burnout promotes the products and services delivery in their

organization. Price and Weiss (2000, p342) reported a related finding that between the athletes
 61

and their coaches, where the athlete had indicated to have experienced less burnout after being

permitted to participate in a group session they could make their collective decision and set their

individual goals. This might be hypothesized that intellectual stimulation is predictive through

vigor according to the level of social support a person receives from the supervisors to help

predict dedication (Fischer, 2016, p2649). Thus the amount of social support and psychological

wellbeing of the individuals they receive from their leaders help to provide a room for decision

making towards the positivity of the objective goals. The intellectual stimulation is predictive of

the absorption and dedication over the available resources supporting the availability of deciding

on the workplace.

Inspirational Motivation

The inspiration motivation point to a leader with intense visions of an organization future

as per the values and ideals present in the facility (Bono & Judge, 2004). A leader usually

articulates the appealing and inspiring vision to employee. It is through the concepts that the

leader provided the followers with the opportunity to understand and maintain their work and

meaning. The follower becomes challenged with the high standards established by the

organization but with encouragement as being part of the firm, and they embrace the

organizational culture and the environment.

The transformation leader has an impact to inspire and motivates to stay energized

absorbed as well as dedicated to meet inspirational goals set at the individual level. Also, Fischer

(2016 p2649) shows the process of goal setting is a useful technique in providing the individual

with meaning and purpose, along with promoting long-term development. The main agenda is

when a person experiences doubt to achieve their goals; they are an adverse effect to become
 62

depressed, disengaged, which may lead to a lack of commitment in achieving the objectives and

outcomes. The disagreement associated with meeting the goals is associated with a declined

effort in achieving results. The workplace should provide the employee with the benefits and

opportunity to have professional goals, cynicism, and exhaustion and reduced efficacy.

Setting a clear inspirational objective remains the initial step the transformational leaders

take to motivate the employee in aspiring towards the goals. A research by (Antonakis, 2012,

p67) found that When an organization leader is able to delineate the vision of the secure future

and help the employee to understand the values and contribute towards the vision of the

organization. The leader and the employee are embedded to become certain and create a

collaborative team to engage and help other staffs achieve a broader mission in their work. The

employer can motive the employee through intrinsic values or monetary incentives. Similarly,

the inspiration remains a crucial perspective of a leader to understand the employee needs and

their capability to enhance their performance in the organization

The inspirational motivational is achieved or acquired by the employee through

motivational speeches and conversation. Bono & Jude, (2004, p904) study concluded that the

enthusiasm and optimistic displayed in the public help to indulge in positive outcomes due to

stimulated teamwork. The motivated the employee becomes the more they are willing to invest

more efforts in their positions, feel optimistic and inspirited and concerned about the future and

believe in their abilities. The leader to evoke these values needs to be aligned with the future

through optimistic and enthusiastic goals and motivations from the productivity of the

organization progress. Both the inspirational motivation and idealized influence are related and

sometimes are used to understand a charismatic leader position in endeavoring of the

organization.
 63

The inspirational motivation in a leader is portrayed through performing in a manner that

help the subordinates to realize their responsibility and a sense of meaning in their work (Avolio

& Bass, 2004). It evolves from the charisma of transformational leaders, where they openly

communicate the visions through models and symbols to focus on the employee’ efforts. The

leader delivers highly with the expectation of the followers while inspiring them to take

responsibility and commitments as expected by the set goals and objectives of the healthcare

facilities. In the healthcare facility, the employees need to be inspired and motivated to help

indulge and offer intervention to the safety and clean environment to the patients. The

motivations and employee consideration is required to be part of the firm culture and visions as

employee play an integral role in the facility.

Northouse (2016) argued that teamwork’s becomes successful according to the kind of

transformational leadership in most organizations. It occurs that a transformational leader with

inspired motivation benefits to the employee shuns the pro quo techniques to leadership along

with enhancement of working beyond expectation. Then the innovative skill emerges through

discretionary behaviors that broaden and elevated the desires and interest of the workers.

According to Bass and Steidlmeier (1999) found that motivated employees usually look beyond

their self-interest and embraces the latches beneficial to the entire team and group as a whole.

Thus, the inspirational motivations demand the genuine of the transformational leader to be

focused on the most exceptional peoples through harmony, perfect work and charity.

Individualized Consideration

Individualized consideration takes a leader to be a coach or mentor and is concerned with

the individual needs of each employee at a time (Avolio & Bass, 2004). The fourth dimension of
 64

transformational leadership is individual consideration. Bass 11985 theory indicates the

dimension is associated with a dyadic relationship in the leader and employee along with the

involved respect and caring for the needs of followers (Saboe et al., 2015, p. 181). In the

individualized consideration, the manager or the supervisor needs to respond to the specified and

unique employee requirements in usurping; they are part of the transformational process of the

organization. The management of the health sectors needs to help the employee or the nurses

realized their responsibility and adhere to their duties. The main aspect of consideration is that

people are treated individually and in diverse manners based on the level of talent and

knowledge of a particular activity or process along to provide a chance to achieve high levels

that they might have not to be completed.

The individualized consideration might be expressed through word of thank you, praise,

fair workload distribution, career counseling, and monitoring the development of professional

activities. However, with the overreaching opinion of the leader about the organization, there

must be a comprehension of issues that can motivate the followers as per their individual needs

and work-related issues (Fischer, 2016 p2648). The employee discretionary behavior is

elaborated when they feel safe and can provide their decision as a team or individually. The

employee then aligns with organizational culture and engages in providing a beneficial output

through their performance. The relationship of the employee and their leaders is enhancing buy

paying close attention to their wellbeing emotional, physical and psychological needs. The

employee with the benefit of leaves and additional wages for overtime and promotion is

essential.

The transformational leadership in this realm proceeds with a prominent leader-follower

relationship, vision essentiality along with the attainment of superb results. Bass proposed the
 65

aspiration of individual consideration as a virtual in leadership to the unilateral designation of the

finest empowerment of the employee through accentuating of necessary follower and affordable,

intellectual stimulation. According to Seaver (2010) research indicated that the transformational

leader becomes successful after identifying the needs and the personal interest of the employee

that is appropriate to ensure they have the capability of addressing those needs accordingly. On

the other hand, Zacher, Pearce, Rooney, & McKenna (2014) argued that individualized

consideration is related positively with the personal wisdom of the leader. Similarly, the

consideration of the employee by the leader is essential to create a thriving employer-employer

relationship as well as personal understanding through interaction.

The individualized consideration essentially assists a transformational leader to integrate

the personal wisdom and enthusiasm during the time of relating to the followers to instill positive

experience in the place of work (Zacher et al., 2014). Therefore, the leader understands and

acknowledgers the feelings and emotion of the followers and the essentiality to grow and

develop their professional careers; in these cases, the employee is perceived as unique assets

requiring specific attention. The attention is usually congruent with the phases of the

organizational development and the entities of resolving conflicts. The places of challenges are

to be presented to the followers to build trust m of a leader is to articulate a viand feel like a team

working towards a common goal. The facilities or the healthcare sectors employee’s needs to

create and establish a strong relationship with the patient and the staffs to mitigate any threat to

the wellbeing of their clients and provide essential care to the patients.

The leader needs to act as the mentor of the employee to facilitate a well-developed

group of workforce who can rely on the organization resources through training and a pleasant

working environment. Therefore, the individual consideration has then emerged as the degree at
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which a transformational leader supports the follower’s needs and adhere to the set standards

embedded to the long and short terms goals of the organization. The employees expect their

coach to act as mentors and coach them and listen to their individual concerns and needs. The

provision of support is significantly important as they help in building trust between the leader

and the followers to help them cope with the assigned tasks along with the interpersonal stressors

through social support from other leaders.

Finally, the four dimensions of transformational leadership are interdependent. It implies

that these dimensions must co-exist to hold the additive effect resulting from the followers and

leaders expectation. The transformational leader has extensive roles and elaborates responsibility

to encourage employee performance and interest of the organization. The leader then needs to

balance the employee engagement aspect together with their job as the organizational leaders and

managers. The employees’ discretionary behavior should be enhancing through idealized

influence on their work, stimulated through focusing on their needs and acting as a role model.

Also, individual consideration helps to improve the workability and personal interest of the

employee. Hence, the transformational leader needs to interact and help the employee realize

their position as a group and their needs to stipulate the organization productivity and execution

of the aligned goals.

Employee Engagement

Employee engagement in the recent decades had been popular term, but what has been

indicated is found on the practitioner’s journal where it has been practically used instead of being

theoretical. Briefly, employee engagement is the psychological trait along with the behavior and

commitment to organization citizenship. Also, it is the employee’s emotional as well as

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intellectual commitment that is aligned with the organization operation and processes that

enhances growth and customer brand loyalty.

An engaged employee usually demonstrates three main behaviors which are “say, stay

and stay,” which work towards the improvement of the organizational performance. First, Say

accredited that the employee advocates the co-workers of the organization, which help to refer to

the potential employees and customers. Secondly, Stay indicates that the employee acquires the

intense desire to hold the position as being part of the working force in an organization despite

the opportunity that may be presented to work somewhere else. The last one is to Strive, which

implies that the employee desires and enthusiastic values help to exert extra time, initiative and

effort to contribute to organizational success (Baumruk & Gorman, 2006). Hence, the employee

must be in all aligned with the performance of the organization, along with their internal factors

needed to observe their interest and working environment safety.

Hence, the employee engagement has been tested over the last decades, and most of the

employees across a variety of company exert the three main behaviors of say, stay and strive

(Aon Hewitt, 2012). The employee who is engaged in an organization is not only committed but

also they are proud and passionate, have insight on the future and fulfillment of the set goals and

objectives. According to Northouse (2016), the research found that employee engagement

facilitates a leader with appropriate time to understand their ability and capability through their

performance.

Transformational Leadership and Employee Creativity

The transformation leadership and employee relationship concerning creativity play a

vital role in organization performance and its survival. Mittal and Dhar (2015) found that a
 68

positive relationship is usually in existence, and the transformational leader improves employee

creativity through motivation and respect for their work output. The leader’s acts as the role

model and to foster creativity that comes inform of innovative ideas and sharing of ideas. The

leaders set an example for their followers as well as encouraging then to come out with a

solution and easy ways of performing their jobs. The motive is that the transformational leader

deal or concentrates with the role of motivator and providers to the workers to facilitate their

engagement and help to demonstrate their creativity.

The importance of creativity in an organization that lack innovates or creativity is at risk

and vulnerable to losing the sustainability and competitiveness. The creativity as an employee

behavior has been a developing theme embedded across a wide range of tasks, occupation and

workflow. Healthcare requires extensive creativity for practitioners to help patient recovery and

treatment. The environment as a healing aspect can be created and reformed through integrating

the client's wellbeing and a suitable place to receive their care. Thus, the employee must be

provided with the resources necessary to improve their roles and mitigate threats that might

affect the workplace. The managers, on the other hand, must be included in the strategic plans to

remain competitive and help the employee to be actively involved in the workplace. The

opportunity created promotes the generation of novel and appropriate processes and approaches

to meeting the client's requirements.

According to Shalley (2000) found that there is a couple of factors for creativity in the

workplace. The employee and the leaders must have experience and creative thinking aspects.

The experience of the transformational leaders is to understand the needs of the employee and

give them training to acquire enough knowledge concerning their fields and to move forward.

For instance, a nurse is required to creatively think about the necessary ways a patient might
 69

recover fast with all the benefits of doubt. The employee, after realizing they have a positive

experience along with the feeling of being competent to engage in creative conducts perform

their duties through generative novel ideas and solving problems as an individual or a team.

Hence, the transformational leader promotes that divergent thinking which is inclusive of

cognitive and personal traits as the influencer of creative skills and knowledge. The employee

also maintains solving problem skills or embraces other colleague’s ideas and put them in

practice.

Moreover, the motivation of employee plays a crucial role in facilitating the rhythm and

ideas innovations ability. The more the employee is motivated, the more they become vigorous

to execute their duties. As a leader, it becomes essential to create training and a social program

where an employee meets to discuss their challenges and problem or even achievement. Through

the sharing of ideas and reasoning, collaboratively help them to come up with innovative ideas.

Also, through the challenging ideas form their colleagues and their leaders who are supposed to

act as their role model present ground of opportunity to establish the workability of ideas. The

motivation and inspiration assist in providing a window of opportunity.

Problems Identified with Transformational Leadership

Transformational leadership has an important part to pay for an organization performance

and employee relationship. However, there are various problems associated with this leadership

style that requires to be addressed. According to Bass and Riggio (2006) indicated that the

researcher fails to address the proposition of the transformational and transactional leadership

relationship and employee behaviors. It implies that the transformational leadership instils effect

on the transactional leadership through the realm it contributes to the effort of the employee
 70

performance. A leader who is excellent and influential should have not the transformational and

transactional qualities to help understand both the employee behaviors and at the same time, deal

with the organizational process.

Also, transformational leadership does not contend with the transactional leadership as it

ends with the employees meeting their individual needs. Eberly et al. (2017 p76)shows that in

moving the employee towards their expectation, they require a transformational leader to observe

their personal interests and motivation to help them understand their stand in the working

environment. The nurses should always have a sense of belonging when executing their duties.

The transformation leader tends to resilient the relationship associated with the follower’s values

that signify motivation as well as satisfaction instead of a correlation with a criterion which

signifies performance.

Moreover, the transformation leadership also lacks the conceptual validity as it relies on

the leader and the employee organization. The employee is the main focus on the leaders with

transformation values and the wellbeing of their interests. The parameters of transformational

leadership overlap with the conceptualized leadership, where it assumes that the demarcation of

the transformational leadership has no place or does not exist. Moreover, Northouse (2016)

proposed and remarked that the transformational leadership could be accredited the elitist and

anti-democratic entities in the gap of treating the leadership as the personality characters and fail

to consider that might be taught and acquired by others. The transformational leader must have

the ability to learn about their employee (Aon Hewitt, 2012). Still, it poses a challenge as each

individual has their own interests and relating their interest and expectations a group is difficult.

The employee needs his or her attention and their interest and expectation covered to fell part of

the organization.
 71

Research Gap

Although most of the researches have indicated and evaluated the relationship between

the transformational leadership along with the performance of the organization, there are few

studies carried out about the leadership style and employee behavior and engagement. There is

less literature about the mediating process within the transformational leadership, along with the

success of an institution. The latter is significant in spite of leadership being an essential entity as

it steers the success of an organization and the followers. Saboe et al. (2015, p179) research

about the transformational leadership acquires a predominant aspect in the values of these

leaders instead of its dimension. The various leadership researches have examined the influence

of transformation leader and the employee engagement behavior in an organization in a wide

range of settings such as military and schools. However, even if studies have been conducted on

the relationship of the transformational leaders and employee discretionary behavior in the

workplace, the engagement of these employees and their interest requires a comprehensive view

and opinions. This study intention is bridging the gap through analyzing the four dimension of

transformational leadership on employee behavior and the performance in an organization.

Summary

The literature has evaluated past theoretical approaches relating to the scope of the study.

The leadership theories such as contingency and traits of transformational leadership are

included in the review. The transformational leadership, along with the employee theories

associated with this study was the transformational leadership and organizational citizenship

behavior which facilitated the existence of the relationship. The interaction of these theories
 72

provided insight in explaining the issues related to the concept and transformational knowledge

leader.

The conceptual framework is portrayed in the transformational leadership dimension, as

proposed by Bass (1985). These four dimensions are idealized influence, inspirational

motivation, intellectual stimulation and individual consideration and were employed in the

research to develop the independent variables. The employee discretionary behavior and work

engagement were the dependent variables which completed the framework. Past research and

studies were used to analyze the gap identified. The conceptual framework focused on

acknowledging the mechanism the leaders of an organization might influence the performance

through their subordinates. The mediator of transformational leadership and the performance of

the institution were employee engagement and creativity.

The primary empirical literature illustrated that transformational leadership vividly takes

the responsibility of vision and explain the techniques to use to attain the visions, be optimistic

and confident and emphasize on actions, lead as a role model and empower the followers through

motivation and consideration of their interest.

Also, the literature found that an employee that acquires support, coaching and quality

inspiration develop an experience of work being challenging, involving and satisfying. These

issues enhance their desire and urge to engage in their tasks. The engagement has a potentially

significant effect on the retention and productivity to employees. Hence, to gain a competitive

edge, the leaders and managers need to set an agenda that focus on both the employee and the

consumers as they are critical players toward an organization performance.

73
74
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