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Transformational and Transactional Leadership Styles as a Predictor of Individual Outcomes

Author

Listed:
  • Azman ISMAIL

    (Universiti Pertahanan Nasional, Malaysia)

  • Mohd Hamran MOHAMAD

    (Universiti Pertahanan Nasional, Malaysia)

  • Hassan Al-Banna MOHAMED

    (Universiti Pertahanan Nasional, Malaysia)

  • Nurhana Mohamad RAFIUDDIN

    (Universiti Pertahanan Nasional, Malaysia)

  • Karen Woon Pei ZHEN

    (Universiti Pertahanan Nasional, Malaysia)

Abstract

This study was conducted to measure the relationship between transformational and transactional leadership styles and individual outcomes (i.e., perceptions of justice and trust in the leaders) using 118 usable questionnaires gathered from employees who have worked in a US subsidiary firm in East Malaysia, Malaysia. The results of exploratory analysis confirmed that the measurement scales used in this study met the acceptable standards of validity and reliability analyses. Further, the outcomes of Pearson correlation analysis showed six important findings: first, transformational leadership significantly correlated with procedural justice. Second, transactional leadership significantly correlated with distributive justice. Third, transformational leadership significantly correlated with trust in the leaders. Fourth, transactional leadership significantly correlated with trust in the leaders. Statistically, this result confirms that transformational leadership is an important predictor of procedural justice, transactional is an important predictor of distributive justice, and both leadership styles are important predictors of trust in the leaders. In addition, implications and discussion are elaborated.

Suggested Citation

  • Azman ISMAIL & Mohd Hamran MOHAMAD & Hassan Al-Banna MOHAMED & Nurhana Mohamad RAFIUDDIN & Karen Woon Pei ZHEN, 2010. "Transformational and Transactional Leadership Styles as a Predictor of Individual Outcomes," Theoretical and Applied Economics, Asociatia Generala a Economistilor din Romania / Editura Economica, vol. 6(6(547)), pages 89-104, June.
    • Handle: RePEc:agr:journl:v:6(547):y:2010:i:6(547):p:89-104
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    Citations

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    Cited by:

    1. J. Kabasiita & F. E. K. Bakkabulindi & D. Onen, 2021. "Antecedents of Organizational Citizenship Behavior among Academic Staff in Universities in Uganda: A Conceptual Paper," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 5(08), pages 213-218, August.
    2. Francoise Contreras Torres & Juan C. Espinosa & Utz Dornberger & Yonni Angel Cuero Acosta, 2017. "Leadership and Employees’ Innovative Work Behavior: Test of a Mediation and Moderation Model," Asian Social Science, Canadian Center of Science and Education, vol. 13(9), pages 1-9, September.
    3. Tsabitah Ramadhanti & Jugindar Singh Kartar Singh & Janitha Kularajasingham, 2021. "Transactional and Transformational Leadership Styles as Predictors of Employee Performance During the Covid-19 Crisis and the Mediating Role of Organisational Culture," Business, Management and Economics Research, Academic Research Publishing Group, vol. 7(2), pages 39-51, 06-2021.
    4. Jackline Akoth Odero & Robert K.W. Egessa & Kelvin Mogere Machuki & Joel Limonya, 2022. "Transformational leadership and innovation in deposit taking SACCOs: The moderating role of competitor orientation," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 11(8), pages 166-176, November.

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