Browsing by Subject "Transformational Leadership"

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    Perspectives of transformational leadership by child welfare workers : impacts on turnover inention
    (2018-04-23) Park, Taekyung; Vernon, Robert; Pierce, Barbara; Hong, Michin; Walk, Marlene
    It is not a new phenomenon that there is a high turnover rate among social workers. In particular, child welfare has shown the highest rates of staff turnover. To address the issue, turnover and retention of child welfare workers have been studied for decades. The history of research produced a long list of determinants for child welfare worker turnover, more than 20 factors, and showed conflicting findings with the same variables. Moreover, the long list of factors for workers’ decisions to leave has poorly contributed to organizational practices for retaining child welfare workers. Therefore, this study aims to examine organizational factors, particularly leadership, for child welfare worker turnover intention, in order to help child welfare agencies to invent a practice model to prevent qualified worker’s turnover. To do so, it is important to examine the effect of organizational commitment on employees’ turnover intention. Therefore, following is the primary research question: Does the use of transformational leadership style in social work organizations explain child welfare worker turnover intention? A cross-sectional survey research was employed among workers in public child welfare agencies in a Midwest state, United States (N=214). Five models were examined in terms of the direct and indirect effects of transformational leadership on turnover intention of child welfare workers using STATA ver. 15. The study finding showed that transformational leadership styles of local office directors had a direct and negative effect on child welfare workers’ turnover intention. As a result, this study recommends that child welfare provide local office directors with leadership training to reduce preventable turnover of child welfare workers. However, the findings should be cautiously interpreted due to the sampling strategy used in this study.
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    The relationship between implicit person theory and transformational leadership
    (2013-12-10) Kale, Aron Justin; Williams, Jane R.; Boyd, Elizabeth; Ashburn-Nardo, Leslie; Grahame, Nicholas J.
    Transformational leadership has been one of the most heavily researched theories of leadership of the past 25 years, largely because this style has been associated with a wide range of positive individual- and organizational-level outcomes. Despite the need for transformational leaders, the antecedents of transformational leadership behavior remain ambiguous. Numerous potential antecedents of transformational leadership have been identified in the past, but this research has focused on popularly addressed or commonly measured variables rather than characteristics with a strong theoretical link to transformational leadership. The current study expands on past research by examining a theoretically driven predictor of transformational leadership behavior. Specifically, the current study will examine whether a leader’s implicit person theory (IPT) will be a predictor of leadership behaviors. This theory was chosen as a potential antecedent because it centers on the concept of malleability or change, and as such shares a strong intuitive connection with transformational leadership (which itself places a heavy emphasis on change and growth). Results did not support our hypotheses, however, as regression analysis revealed that IPT failed to account for significant variation in leadership behavior after accounting for some of the most commonly examined predictors in the literature, (the Big Five personality traits). Limitations of the current study and opportunities for future research are discussed.