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How to Support the Effect of Transformational Leadership on Performance in Agricultural Enterprises

Author

Listed:
  • Nadežda Jankelová

    (Department of Management, Faculty of Business Management, University of Economics in Bratislava, Dolnozemská cesta 1, 852 35 Bratislava, Slovakia)

  • Zuzana Joniaková

    (Department of Management, Faculty of Business Management, University of Economics in Bratislava, Dolnozemská cesta 1, 852 35 Bratislava, Slovakia)

  • Ildikó Némethová

    (Department of Intercultural Communication, Faculty of Applied Languages, University of Economics in Bratislava, Dolnozemská cesta 1, 852 35 Bratislava, Slovakia)

  • Jana Blštáková

    (Department of Management, Faculty of Business Management, University of Economics in Bratislava, Dolnozemská cesta 1, 852 35 Bratislava, Slovakia)

Abstract

The study published in this article contains the results of examining the relationship between transformational leadership and natural performance in agribusiness. For the purposes of the study, natural performance refers to performance that considers the natural results of agrarian plant and animal production. This research focuses on the influence of transformational leadership on business performance through job autonomy and job satisfaction. The study was conducted on a research sample of 757 respondents from 49 businesses. The study verifies a positive association between transformational leadership and business performance, which is mediated by job autonomy and job satisfaction. The research results have proven that transformational leadership has a positive effect on agribusiness performance mediated through job autonomy and job satisfaction. The study contains important knowledge on agribusiness sustainability, as it provides verifiable findings on the relationship between management styles and natural performance of business.

Suggested Citation

  • Nadežda Jankelová & Zuzana Joniaková & Ildikó Némethová & Jana Blštáková, 2020. "How to Support the Effect of Transformational Leadership on Performance in Agricultural Enterprises," Sustainability, MDPI, vol. 12(18), pages 1-17, September.
    • Handle: RePEc:gam:jsusta:v:12:y:2020:i:18:p:7510-:d:412379
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    References listed on IDEAS

    as
    1. Kevin Groves & Michael LaRocca, 2011. "An Empirical Study of Leader Ethical Values, Transformational and Transactional Leadership, and Follower Attitudes Toward Corporate Social Responsibility," Journal of Business Ethics, Springer, vol. 103(4), pages 511-528, November.
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    4. Sebastian Schuh & Xin-an Zhang & Peng Tian, 2013. "For the Good or the Bad? Interactive Effects of Transformational Leadership with Moral and Authoritarian Leadership Behaviors," Journal of Business Ethics, Springer, vol. 116(3), pages 629-640, September.
    5. Khaled Alshihabat & Tarik Atan, 2020. "The Mediating Effect of Organizational Citizenship Behavior in the Relationship between Transformational Leadership and Corporate Social Responsibility Practices: Middle Eastern Example/Jordan," Sustainability, MDPI, vol. 12(10), pages 1-17, May.
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    7. McGraw, Katherine & Popp, Jennie S. & Dixon, Bruce L. & Newton, Doris J., 2012. "Factors Influencing Job Choice among Agricultural Economics Professionals," Journal of Agricultural and Applied Economics, Cambridge University Press, vol. 44(2), pages 251-265, May.
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