Influence of Transformational Leadership on Job Performance: Employee Work Engagement as Test Mediation

<p>The study aims at investigating of this study is to examine how the effect of transformational leadership on job performance by mediating employee work engagement on employees of the Human Capital and Facility Management division of PT. XL Axiata, Tbk. Jakarta. The data were collected from 58 employees Facility division of Human Capital Management PT. XL Axiata Tbk. Jakarta. For the serial analysis, SPSS macro process was utilized to test the proposed hypothesis model. Results provide evidence that follower employee work engagement mediates the relationship between perceived transformational leadership and job performance. By better understanding how leaders build engagement and drive performance in regard to a specific task, organizations can take advantage of the influence that leaders have on everyday interactions in workplace. Therefore, in this study more developed the psychological profile of effective leaders, especially the communications industry, management researchers must explore work involvement and people's orientation. </p>

From Leading to Guiding, Facilitating, and Inspiring: A Needed Shift for the 21st Century

In the 21st-century context, problem solving, creativity, critical thinking, collaboration, and communication are the most valued skills in the workplace. Thus, those in positions often labeled as “leadership” need to make a valuable shift: to guiding, inspiring, and facilitating rather than directing. In this article, I review research on two styles of leadership, transformational and transactional, and relate this research to discussions of the same two types of giftedness. Research on the effectiveness of leaders at engendering creative problem solving has shown the transformational style to be more effective. Leaders are guides in the process rather than the content, facilitators of the gathering and exchange of information from varied sources, and role models as they exhibit effective problem-solving behaviors themselves. As role models, they inspire others to take risks, think innovatively, and collaborate with others. Examples of methods for identifying exceptionally talented leaders and behaviors to observe are provided. In addition, an evidence-based model for igniting, cultivating, extending, and strengthening exceptional talent in leadership is described.

LEADERSHIP AND SOCIAL INFLUENCE: ASSESSING THE FUTURE-READY HUMAN SKILLS TOWARDS THE EFFECTIVENESS OF GOOD GOVERNANCE PRACTICES

Leadership and social influence have been hotly debated as among the top 21st-century skills. Previous research on leadership and social influence has focused mostly on leadership traits and characteristics, while little research has examined the social influence process by which public servants become effective leaders. The purpose of this paper is to develop an initial review from a public service perspective to outline the skill that contributes to the development as a future-ready human skill by public servants. This conceptual paper relies on prior research and existing theory to focus on the developmental processes that lead to acquiring the leadership and social influence skill as future-ready human skills. Additionally, leadership and social influence skills could contribute to particular behaviours to the effectiveness of good governance practices. Based on the literature review, it is assumed that there is a positive relationship between leadership and social influence and the effectiveness of good governance practices. Most importantly, this paper addresses how the skill is unique and most realistically developed in a public organisation.

“Just Words? Just Speeches?” On the Economic Value of Charismatic Leadership

Leadership theories in sociology and psychology argue that effective leaders influence follower behavior not only through the design of incentives and institutions, but also through personal abilities to persuade and motivate. Although charismatic leadership has received considerable attention in the management literature, existing research has not yet established causal evidence for an effect of leader charisma on follower performance in incentivized and economically relevant situations. We report evidence from field and laboratory experiments that investigate whether a leader’s charisma—in the form of a stylistically different motivational speech—can induce individuals to undertake personally costly but socially beneficial actions. In the field experiment, we find that workers who are given a charismatic speech increase their output by about 17% relative to workers who listen to a standard speech. This effect is statistically significant and comparable in size to the positive effect of high-powered financial incentives. We then investigate the effect of charisma in a series of laboratory experiments in which subjects are exposed to motivational speeches before playing a repeated public goods game. Our results reveal that a higher number of charismatic elements in the speech can increase public good contributions by up to 19%. However, we also find that the effectiveness of charisma varies and appears to depend on the social context in which the speech is delivered. This paper was accepted by Yan Chen, behavioral economics and decision analysis.

Management Leadership Transition From Covid Period to New Normal

The purpose of this article is to find out the condition of the management leadership transition from the Covid period to the New Normal. The leadership model needed in times of crisis is a specific leadership model, because crisis conditions can separate effective leaders from ineffective leaders so that the handling of crisis conditions will also only be effectively carried out by leaders with a certain set of qualifications and characteristics. It takes expertise in management leadership so that it can survive in crisis conditions.

Stage Left and Right: Modeling Civil Discourse in the Classroom Through Fictional Presidential Debates Between FDR and Reagan

Franklin Roosevelt—the arch liberal president of the twentieth century—and Ronald Reagan—the face of modern conservatism—remain two of the most influential presidents in American politics. Both impacted policy and politics for decades and in ways that continue to reverberate today. In an attempt to examine the influence of FDR and Reagan in ways that are accessible to our students, we twice taught a class titled FDR and Reagan: What the Greatest Presidential Debate in History Can Teach Us About American Politics ... and How We Can All Get Along. This class asked students to perform fictional presidential debates between the two presidents on foreign, economic, and social policies. The emphasis on role-playing and debate allowed students to conduct deep background research while also encouraging them to inhabit the character of each president. Thus, they were able to immerse themselves in each one’s vision for the nation. Most importantly, this method allowed them to explore how it is both possible and necessary to have rational and respectful political discourse: FDR and Reagan came from opposite ends of the political spectrum and yet, by the end of the course, our students could appreciate that they were both transformative and effective leaders. Both were great communicators able to articulate their visions for the United States. Exploring the meanings of liberalism and conservatism through these methods encouraged greater empathy for opposing political viewpoints in our students. By analyzing the methods and outcomes of our course in this paper, we hope that history teachers might consider similar models to help our students bridge the current political divides which afflict the nation.

Recommendations to guide Vice Chairs for Education in serving as effective leaders

Background: Vice Chairs for Education play an increasingly important role in academic medicine. They often serve in supportive roles overseeing educational initiatives and faculty development, ensuring that education remains prioritized. Literature in this area is limited, especially in obstetrics and gynecology. Prior literature has not been sufficiently directive in identifying best practices in role, mission, and scope for Vice Chairs for Education. Methods: We developed and facilitated a workshop at the Association of Professors of Gynecology and Obstetrics - Council on Resident Education in Obstetrics and Gynecology (APGO-CREOG) annual meeting in February 2020. We brought together a national group of medical education faculty to elucidate the role of Vice Chairs and offer recommendations. After utilizing a previously described technique for gathering and reporting group recommendations, notes from small- and large-group discussions were collated, coded, and collapsed. Results: Four broad recommendations resulted. First, role clarity must be ensured, ideally with co-developed guidelines for responsibility. Second, the Vice Chair for Education should be charged with identifying departmental educational initiatives, including faculty development, utilizing best educational practices. Third, Vice Chairs for Education should implement and evaluate educational initiatives to enhance faculty well-being and promote a robust clinical learning environment. Finally, they should integrate with other Vice Chairs for Education within their institution and as part of national organizations to collaborate and develop best practices. Conclusion: These serve as guidelines to establish success and increase impact and suggest the potential for a national body of Vice Chairs for Education leaders to improve local and national educational outcomes.

Leaders: a comparative analysis of the various leadership styles

It is known that organizations within an evolutionary perspective are in constant learning (learning organizations), so they equip of the ability to learn how to properly respond to the particularities of demands, for this reason organizations understand the need to measure its performance. In this segment of learning and adapting to the demand, the image of the leader and leadership styles become one of the main pillars of strategic management. Therefore, the guiding question of this article lies in a comparative analysis of different leadership styles mainly proposed by three authors: Blanchard and Hersey; Warren Bennis (2001) and Jack Welch; and Max Weber (2016). Other authors have also contributed which came to enrich the epistemological matrix of this research. Thus this research was categorized as basic, analytical, qualitative, of exploratory and descriptive nature due to the observation of facts, analysis and interpretation. Information on the bibliography was classified considering its interpretive epistemological approach. Data were capitulated through reflective reading of theme in focus. One has to conclude that operational compliance process does not counterbalance ineffective people; however, operational compliance process does not block effective people. In this antagonism, the employee ceases to be "simply a piece of Taylor," and goes on to add value, once they have the authority over entire system. The combination between effective leaders and operational compliance process is value-adding for the maintenance and growth of organizations.