Most organizations fail since leaders do not treat their employees with respect and dignity. Directive and aversive leadership styles create toxic organizational culture. Employees develop negative attitudes towards leaders who do not consider their ideas and contributions. Transformational leadership is recognized as one of the most efficient models since it inspires employees to achieve goals. However, very few leaders have mastered effective leadership traits, such as humility, accountability, and integrity. Transformational and transactional leadership models can improve the employee’s performance and productivity by boosting their self-esteem and stimulating creativity in organizational settings.
This research intends to address the ineffective leadership styles at institutions of higher learning. According to the researchers, there is a prevalent misuse of resources due to inadequate leadership (Khan et al., 2020). In some higher learning institutions, nepotism, injustice, and favoritism guide the organizational culture. This problem is significant to the research since it highlights academic leaders’ approach to administrative issues. The researchers investigated whether transformational, transactional, and laissez-faire leadership styles influence innovative work behavior.
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In the literature review section, the authors explained the different leadership styles. They used the Great Man theory to explain the origin of transformational, transactional, and laissez-faire leadership styles (Khan et al., 2020). Consequently, they defined these leadership models and used past research in stating their impact on employees’ innovation. Transformational leadership is characterized by motivational, influential, and inspirational behaviors. Transactional leadership is goal-oriented since it entails exchanging value between a leader and follower (Khan et al., 2020). Conversely, laissez-faire leadership involves a leader giving directives without followers’ contributions. While transactional and transformational leadership styles influence innovation and creativity, laissez-faire negatively correlates with innovation (Khan et al., 2020). The past findings and inadequate focus on the laissez-faire leadership model serve as the basis for the hypotheses.
In answering the hypotheses, the authors used a quantitative research method. Close-ended questionnaires measured the leadership styles, innovative work behavior, organizational culture, and organizational citizenship behavior (Khan et al., 2020). The scale ranged from “strongly agree” to “strongly disagree.” Alpha coefficient reported the findings. One hundred and sixty professors and associate professors participated in the study (Khan et al., 2020). The authors used stratified and convenience sampling methods to select the participants, departments, and universities.
Additionally, the authors stated the hypotheses clearly. The hypotheses tested the relationship between transformational, transactional, and laissez-faire leadership and innovative work behavior (Khan et al., 2020). They also investigated the correlation between organizational culture and behavior and transformational and transactional leadership models.
This research is susceptible to nonresponse and prevalence incidence biases. The non-responders’ characteristics may have differed from the participants, creating an error. Also, the selected educators may not represent every leader at a higher learning institution. Despite these errors, the authors did not have control measures.
Nonetheless, the authors used relevant statistical techniques to analyze data. They used Cronbach’s alpha to measure the variables’ internal consistency (Khan et al., 2020). Average variance and Forbell-Larcker criteria determine the validity and reliability of variables. T-test was instrumental in testing the hypothesis.
The researchers present the results well. Using the t-value and path coefficient, the authors discovered that transformational and transactional leadership styles influence innovative behaviors (Khan et al., 2020). T-test scores investigated each hypothesis. The authors noted that the laissez-faire leadership model does not motivate employees. There are three limitations: focusing on three leadership styles and private firms and small sample use, creating low internal validity (Khan et al., 2020). The authors recommended future studies to incorporate more data from different firms and leadership styles.
They concluded that transformational and transactional leadership styles foster innovation and creativity and create positive organizational culture. These models encourage interaction between the leader and follower (Khan et al., 2020). While transformational and transactional leaders motivate employees to develop new ideas, the laissez-faire model limits creativity.
Overall, the study findings apply to managers in corporate and industrial settings. This research guides leaders on how to influence employees’ creativity to enhance competitive edge. Its findings direct leaders to boost employees’ self-esteem by engaging them in the decision-making processes. The result is optimum use of organizational resources.
References
Khan, M. A., Ismail, F. B., Hussain, A., & Alghazali, B. (2020). The interplay of leadership styles, innovative work behavior, organizational culture, and organizational citizenship behavior. SAGE Open , 10 (1), 1-16. https://dx.doi.org/10.11772158244019898264
