Transformational Leadership and its Impact on Creative Behavior: A Study of the Opinion of a Sample of Decision Makers in the General Traffic Directorate

 
 
 
  • Abstract
  • Keywords
  • References
  • PDF
  • Abstract


    The purpose of this research is to determine the effect of transformational leadership in the creative behavior of decision makers in the Directorate of Public Traffic. The research problem was formulated in several questions focused on the statement of impact among its variables. The research was based on a main hypothesis, which was subjected to several tests to ascertain its validity. In order to achieve the objectives of the research, a questionnaire was developed which included (30) items to collect the data from the intentional sample of the research, with a total of (70) questionnaires, and the number of questionnaires valid for the analysis (67) of the total distributed questionnaires. The statistical program (SPSS) was used to analyze the data. The results are the most important: to drive the transformational leadership (ideal influence, inspirational motivation, intellectual arousal, individual legalism), which together have a significant effect on the creative behavior of the research sample members, and thus increase the attention to the positive strengths that form the transformational leadership contributes to the support and development of creative behavior of the organization, in question, to keep pace with progress in their field.

     


  • Keywords


    transformational leadership, creative behavior

  • References


      [1] Sudan, M. R., (2014). Empowerment and creativity of subordinates in the model of transformational leadership. unpublished master thesis, Faculty of Management and Economics, University of Baghdad.

      [2] Abdul Kader, M. A., Abu Qila, M. A. M., Al-Sakarneh, B. K., (2013). Knowledge Management and its Implications for Job Performance. Baghdad Journal of Economic Sciences.

      [3] Dahrouj, A. R. (2009). The impact of leadership patterns on the creative behavior of employees, a master thesis, unpublished. University of Damascus.

      [4] Amabile, T. M. (1998). How to kill creativity (Vol. 87). Boston, MA: Harvard Business School Publishing.‏

      [5] Amabile, T. M. (1988). A model of creativity and innovation in organizations. Research in organizational behavior, 10(1), 123-167.‏

      [6] Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership. Journal of occupational and organizational psychology, 72(4), 441-462.‏

      [7] Avolio, B. J., Waldman, D. A., & Yammarino, F. J. (1991). Leading in the 1990s: The four I′ s of transformational leadership. Journal of European industrial training, 15(4), 9-11.

      [8] Avolio, B. J. (1994). The “natural”: Some antecedents to transformational leadership. International Journal of Public Administration, 17(9), 1559-1581.‏

      [9] Barbuto, J. E., & Burbach, M. E. (2006). The emotional intelligence of transformational leaders: A field study of elected officials. The Journal of social psychology, 146(1), 51-64.‏

      [10] Block, L., (2004). A multi-level analysis of Public Opinion.

      [11] Cheung, M. F., & Wong, C. S. (2011). Transformational leadership, leader support, and employee creativity. Leadership & Organization Development Journal, 32(7), 656-672.‏

      [12] Loftus, E. F., Miller, D. G., & Burns, H. J. (1978). Semantic integration of verbal information into a visual memory. Journal of experimental psychology: Human learning and memory, 4(1), 19.

      [13]

      Al-Swidi, A. K., & Al-Hosam, A. (2012). The effect of entrepreneurial orientation on the organizational performance: A study on the Islamic banks in Yemen using the partial least squares approach. Arabian Journal of Business and Management Review (Oman Chapter), 2(1), 73.

      [14] Belle, N. (2013). Leading to Make a Difference: A Field Experiment on the Performance Effects of Transformational Leadership, Perceived Social Impact and Public Service Motivation. Paper presented at the 11th Public Management Research Conference, Madison, Wisconsin.

      [15] Daft, R. L.(2008). Organization Theory and Design.‏

      [16] Freeman, C. (2012). An investigation into technology and motivational influences on creativity and product output in apparel design students.‏

      [17] Ismail, A., Mohamad, M. H., Mohamed, H. A. B., Rafiuddin, N. M., & Zhen, K. W. P. (2010). Transformational and Transactional Leadership Styles as a Predictor of Individual Outcomes. Theoretical & Applied Economics, 17(6).‏

      [18] Barbara, A., & Kerr, B. A. (2009). Encyclopedia of Giftedness, Creativity, and Talent. Sage Publications, Incorporated.

      [19] Krishnan, V. (1998). Influencing the transformational leadership: strategies used by followers, International Association of Management. 16 (1), 21-27.

      [20] Lagomarsino, R., & Cardona, P. (2003). Relationships among leadership, organizational commitment, and ocb in uruguayan health institutions.‏.

      [21] Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. The leadership quarterly, 7(3), 385-425.‏

      [22] Eisenbeiss, S. A., van Knippenberg, D., & Boerner, S. (2008). Transformational leadership and team innovation: integrating team climate principles. Journal of applied psychology, 93(6), 1438.

      [23] Schermerhorn Jr, J. R., Hunt, J. G., & Osborn, R. N. (1997). Conflict and negotiation. Organization Behavior, 377-398.‏

      [24] Schermerhorn, J., Davidson, P., Poole, D., Simon, A., Woods, P., & Chau, S. L. (2011). Management [4th Asia Pacific Edition]. John Wiley and Sons.‏

      [25] Kearney, E., & Gebert, D. (2009). Managing diversity and enhancing team outcomes: the promise of transformational leadership. Journal of applied psychology, 94(1), 77.

      [26] Shibru, B., & Darshan, G. M. (2011). Transformational leadership and its relationship with subordinate satisfaction with the leader (the case of Leather Industry in Ethiopia). Interdisciplinary Journal of Contemporary Research in Business, 3(5), 686-697.


 

View

Download

Article ID: 25375
 
DOI: 10.14419/ijet.v7i4.36.25375




Copyright © 2012-2015 Science Publishing Corporation Inc. All rights reserved.