The Impact of Transformational Leadership on Commitment to Change Among Jordanian Government Accountant Toward IPSAS Implementation

IPSAS was accepted by Jordan’s government in accordance with worldwide trends.The Jordanian Ministry of Finance launched cash-basis IPSAS in 2015 and planned to implement accrual accounting by January 1,2021.However,the commitment to change remains uneven,hindering the full shift.Moving from old accounting processes to new ones is tough.Even then,it hasn’t been implemented,creating a gap due to the difficulty in committing to new accounting standards throughout implementation due to obstacles.Thus,knowing government accountants’issues is essential to applying IPSAS in government accounting.This study examines how transformational leadership affects government accountants’commitment to IPSAS adoption in Jordan’s public sector.This study used a quantitative approach to survey Jordanian Ministry of Finance accountants.The 384-person study had a 78%response rate.Additionally,PLS-SEM was used to confirm variable relationships.Transformational leadership positively predicted IPSAS implementation,according to the study.

The Leadership Styles of Principals in Bedouin Secondary School and Teachers Motivation

The aim of this paper is to investigate the relationship between principal＇s leadership styles in Bedouin secondary schools in south Israel and teacher＇s intrinsic and extrinsic motivation. The research relies on the theory of full range leadership model and intrinsic and extrinsic motivation. Design/methodology/approach^cluestionnaires assessing the variables of interest were completed by 306 teachers in 22 Bedouin secondary schools in Negev in south of Israel. As results of our study, hypothesis which expects a positive relationship between transformational leadership and intrinsic motivation, and hypothesis that expects a negative relationship between laissez-faire leadership and intrinsic motivation have been accepted. On the other hand, hypothesis that expects a positive relationship between transactional leadership and intrinsic motivation has been rejected also the hypothesis that expects a positive relationship between transformational leadership and extrinsic motivation, and the hypothesis that expects a negative relationship between laissez-faire leadership and extrinsic motivation have been accepted, while hypothesis that expects a positive relationship between transactional leadership and extrinsic motivation has been rejected.

Principal Leadership Styles in Bedouin Secondary School in the Negev

The aim of the research is to explore leadership styles applied by the principals of the secondary schools in Negev in south of Israel, as viewed by the teachers and it’s aimed to find out whether factors such as settlement, school location, and gender of teacher may change principal leadership style in the secondary school in Negev. The research relies on the theory of full range leadership model. Design/methodology/approach questionnaires assessing the variables of interest were completed by 306 teachers in 22 Bedouin secondary schools in Negev. Statistical analysis that had been made to the data included mean, standard division, and t-test. The results of the research indicated that the teacher characteristic affected the principal leadership style. Principal changed his/her behavior according to the teacher characteristic. The principal in temporary settlements is more transformative than principal in permanent settlement. Bedouin principal also is more transactional with non-local teachers than with local teachers and he is less laissez-faire with female than males.

Leadership,Knowledge Management,and Human Capital Development

This research highlights the need to develop a framework for leadership,human capital development,and knowledge management by reviewing existing literature in the field of research.The main aim of this research is to propose a model which supports the relationship between leadership(servant leadership,transformational leadership)and human capital development.The study also proposes that knowledge management(knowledge sharing,knowledge acquisition)will moderate the relationship between leadership(servant leadership,transformational leadership)and human capital development.A set of propositions that represent an empirically-driven research agenda,and also describe the relationships between the focal variables are presented to enhance audience’s understanding within a business context.

Ministerial Leadership： The Servant Leader as a Transformational Leader

This paper provides a different meaning on the role of the Pastor or Ministry Leader as a ＂servant leader＂ referencing the text--＂Pastor： The Theology and Practice of Ordained Ministry＂ by William H. Willimon （2002）, where the author describes the ordained ministry as ＂a is a gift of God to the church＂ which usually does not mean that it is an easy task but rather, more complex and challenging as ministry leaders or pastors feel a call to transforming societies beyond their calling. In post-modern society, the pastors＇ role has differed and extended to form in line with creating a just and beloved community. In such communities, the pastor has more interaction with the community and the day to day activities of its neighbors or hosts. The purpose of this paper is to understand leadership and the role of the Ministry leader as a transformational leader, that goes beyond the role of being a servant leader.

Women in Leadership and Decision-Making： Understanding Different Styles of Leading

Women in leadership and decision-making roles influence the policies and directions of organizations （Ahuja, 2002）. Women in leadership value supports from their organizations. Pro-social outcomes of relationship competence are mediated by the development of empathy, collaborative approaches to conflict, self-disclosure, and social interest （Jogulu ＆ Wood, 2006）. Decision-making perspectives have uncertainty as the sole reason for organizational leaders to search for additional relevant information to solidify or clarify the information at the leader＇s disposal. A phenomenological qualitative research study which explored the preferred style of leadership based on three leadership and decision-making styles is presented in this paper1. The researcher gathered insights into the lived experiences of like-minded sample of respondents from the research population as they described their leadership and decisionmaking experiences within their organizations.

Transformational Leadership： The Emerging Leadership Style of Successful Entrepreneurs

This research was conducted to identify the emerging leadership style being practiced by successful entrepreneurs and the leadership behavior they frequently applied. Since, leadership style and behavior has a huge influence to the success of the entrepreneur＇s enterprise. One hundred and fifty （150） successful entrepreneurs was the respondent of this study and they were survey and interviewed about their actual leadership style and practices. The research design was qualitative-descriptive type of research with the use of the Multifactor Leadership Questionnaire 5X （MLQ 5X） as the survey instrument to collect data regarding leadership styles of successful entrepreneurs. An interview guide questions was likewise utilized for validating the result of the study. An in-depth semi-structured interview was also conducted to 30 entrepreneurs from the 150 respondents. Findings of the study revealed that a successful entrepreneur exhibits a noticeably higher inclination toward transformational leadership and they consistently rated themselves higher in inspirational motivation for their leadership behavior. Therefore, the emerging leadership style of successful entrepreneurs is the transformational leadership and the leadership behavior that they frequently use is the inspirational motivation. Furthermore, the aimed of this study is to explore practices of transformational leadership behavior of successful entrepreneurs from entrepreneur＇s perspective.

Could One Transformational Leader Convert the Organization From Knowledge Based Into Learning Organization, Then Into Innovation？

This paper examines the role of transformational leadership in transforming an organization into a knowledge based, then into learning organization so that it becomes an innovative company. Important features of the leader such and ability to assist in developing and accommodating the implementation of knowledge management programs, learning organization concepts and innovation protocols are discussed in this paper. This paper demonstrates that shifting the organization to become a knowledge based and then to be learning organization and finally to become innovative company could involve some unique attributes of a transformation leadership. In that regards, the paper also demonstrates that organizations need first to create, capture, transfer, and mobilize knowledge before it can be used for learning and then for innovation. The paper will present a method of a studying how successful innovation leaders of companies could found themselves acting in three roles namely： knowledge leader, learning leader and then innovation leader.

Evaluation of Global Operational Competitiveness With Risk Management

This paper is aiming to connect previous research in global competitiveness analysis, taking the impact of the global financial crisis into account, to evaluate how manufacturing companies are able to manage crisis by adjusting their manufacturing strategy and transformational leadership together with technology level to improve their global operational competitiveness performances. Based on the previous research, we developed a theoretical approach of modeling the core factors which influence the operational competitiveness performance （i.e., manufacturing strategy and transformational leadership with technology level）, into conceptual analytical models to evaluate overall competitiveness. The empirical studies are focused on manufacturing companies in China, Finland, Slovakia, Iceland, and Spain. The case companies are evaluated with the proposed analytical models and their performances are compared in global context to conclude the experience of crisis management.

Organizational Behavior Research in Transition Time of China

The article is to introduce author's research results in recent years in the field of leadership behavior. The main researches conducted in this field include competency model of senior executives in communication industry and family firms; transformational leadership and its relationship with leadership effectiveness, the impact of supervisor's feedback on employees' behavior and the cross-culture study of supervisor's feedback. Theoretical and practical contributions of these researches are explained. Directions for future research are discussed.

Contextualizing Transformational Leadership Theories in China： A Confucian Perspective

Transformational leadership, though widely studied in the literature, lacks sufficient contextual analysis of its essential leadership process and differences in characteristic behaviors under different cultural settings, especially in the Asian context. This research, through qualitative data collected from eight Chinese organizations （four state-owned enterprises and four private-owned enterprises）, empirically examines the Western transformational leadership theory in China. Moreover, by studying Chinese leaders＇ daily behaviors, we develop a transformational leadership theory in the Chinese business context. This research contributes to contextualizing transformational leadership behaviors and providing deep insights into the Chinese transformational leadership process from a philosophical perspective. Findings can be applied to both Chinese and Western management studies as well as the World of business practice.

Followers＇ Innovative Behavior in Organizations： The Role of Transformational Leadership, Psychological Capital and Knowledge Sharing

This study develops and tests a conceptual model of followers＇ perceptions of transformational leadership as an antecedent to their innovative behavior in organizations. Specifically, we hypothesize that followers＇ innovative behavior can be directly and indirectly influenced by their perceptions of transformational leadership. Knowledge sharing has a mediating effect and followers＇ psychological capital has a moderating role in the relationship between transformational leadership and followers＇ innovative behavior. A total of 212 employees from a diverse range of industries filled out questionnaires. Hierarchical linear modeling is used to analyze the relations. Results reveal that transformational leadership produces positive and significant impacts on followers＇ innovative behavior and this relationship is fully mediated by knowledge sharing. Results also indicate that the positive relationship between transformational leadership and followers＇ innovative behavior is enhanced only when followers possess high psychological capital. This paper adds to innovation literature by empirically testing the moderating role of psychological capital and the mediating role of knowledge sharing on the link between transformational leadership and followers＇ innovative behavior. Implications of the findings for theory, research, and practice are discussed.

A Review of Empirical Research on Transformational School Leadership in China(2010-2019)

Purpose:The purpose of this literature review is to investigate the effectiveness of transformational school leadership(TSL)in Chinese K-12 settings between 2010 and 2019.The main objective is to provide a comprehensive understanding of TSL research in China and identify the possible future research directions.Design/Approach/Methods:Vote counting method and narrative synthesis were applied in this review.Findings:This review found the majority of the studies were quantitative,which indicates that qualitative and mixed-method studies should be encouraged.This review also identified 12 major outcome variables,including 9 teacher-level variables,2 school-level variables,and 1 student-level variable.Additionally,the effects of transformational leadership on these outcome variables were uniformly significant,including both direct and indirect effects.Future studies should expand the scope of school-level and student-level outcome variables,but particularly student-level outcome variables.Originality/Value:This is the first systematic review on the effectiveness of TSL research in China,which included both English and Chinese studies.

An Empirical Research on the Relationship Between Transformational Leadership and Counterproductive Work Behavior of Knowledge Employee

Based on the view of transformational leadership theory, the relationship between transformational leadership and the counterproductive work behavior of knowledge employee was researched. 221 valid questionnaires were obtained through the survey. Hierarchical regression analysis results showed that the virtue was significantly negative related to all the six dimensions of knowledge employee counterproductive work behavior, the vision incentive was significantly negative related to five dimensions of the knowledge employee counterproductive behavior except conservative intellectual behavior, the charisma was significantly negative related to five dimensions of the knowledge employee counterproductive work behavior except passive obedience behavior, personalized care was significantly negative related to five dimensions of the knowledge employee counterproductive behavior except immoral behavior. In short, transformational leadership was negatively related to the knowledge employee counterproductive work behavior.

Volunteer High Performance Work Systems and Service Performance： An Empirical Study of Beijing Olympic Volunteers

This study examines the key human resources factors that affect volunteers＇ service performance from the perspectives of volunteers and managers in the Beijing Summer Olympic Games of 2008. Survey data were collected from 1,727 volunteers and 243 managers at the Beijing Olympics test events held at 10 venues between November 2007 and April 2008. Regression analyses and a moderation test were combined to test the hypotheses. A set of high performance work systems （HPWS） for volunteers in the Beijing Summer Olympic Games were developed which include performance management, training, recognition, teamwork and volunteer participation. Volunteer HPWS were positively related to psychological empowerment, which was in turn positively related to service recovery performance. Moreover, transformational leadership moderates the relationship between volunteer HPWS and psychological empowerment in such a way that the relationship is stronger when transformational leadership is at a higher level than when it is at a lower level.Implications and limitations were also discussed.