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ansformational leadership styles have a direct and positive relationship with extra effort. H2 : Transformational leadership styles have a direct and positive relationship with effectiveness. H3 : Transformational leadership styles have a direct and positive relationship with employee satisfaction. 2.3. Relationship of... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.651 | 0.828 | ["leadership", "networking", "philosophy"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.303477 | [
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Front Psychol . 2024 Jul 25;15:1380935. doi: 10.3389/fpsyg.2024.1380935 Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study Fernando Garzón-Lasso Fernando Garzón-Lasso 1 School of Management, EAFIT University, Medellín, Colombia Find articles by Ferna... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.628 | 0.826 | ["education", "leadership", "management"] | 511 | Transformational Leadership | topic | 2026-04-15T10:04:09.303821 | [
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ta, Chile Find articles by Jorge Serrano-Malebrán 2, * , Sandra Arenas-Arango Sandra Arenas-Arango 1 School of Management, EAFIT University, Medellín, Colombia Find articles by Sandra Arenas-Arango 1 , Carlos Molina Carlos Molina 2 Departamento de Administración, Universidad Católica del Norte, Antofagasta, Chile Find ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.574 | 0.69 | ["education", "management", "philosophy"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.303927 | [
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lín, Colombia 2 Departamento de Administración, Universidad Católica del Norte, Antofagasta, Chile Edited by: Barry Z. Posner, Santa Clara University, United States Reviewed by: Ahmed Hassan Abdou, King Faisal University, Saudi Arabia Hasan Oudah Abdullah, University of Basrah, Iraq ✉ *Correspondence: Jorge Serrano-Mal... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.498 | 0.826 | ["education"] | 486 | Transformational Leadership | topic | 2026-04-15T10:04:09.304016 | [
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asso, Serrano-Malebrán, Arenas-Arango and Molina. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the origi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.498 | 0.844 | ["innovation"] | 498 | Transformational Leadership | topic | 2026-04-15T10:04:09.304183 | [
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permitted which does not comply with these terms. PMC Copyright notice PMCID: PMC11307206 PMID: 39118842 Abstract The purpose of this study is to determine if there is a positive relationship between full-range leadership and employees’ effort, efficiency, and satisfaction. A questionnaire was administered to 577 execu... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.603 | 0.828 | ["leadership", "networking", "education"] | 456 | Transformational Leadership | topic | 2026-04-15T10:04:09.304289 | [
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structural equation modeling (PLS-SEM) approach. The results show that both transformational and transactional leadership have a direct and significant impact on extra effort, effectiveness, and satisfaction, with transformational leadership having the greatest impact on these factors. Conversely, passive-avoidant lead... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.655 | 0.838 | ["leadership", "philosophy", "education"] | 510 | Transformational Leadership | topic | 2026-04-15T10:04:09.304420 | [
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ographical region where such studies are in their early stages. Finally, the whole range of leadership styles—transformational, transactional, and passive-avoidant—is looked at. These styles are seen as second-order constructs that challenge latent multidimensional models as they emerge. Keywords: leadership, effort, e... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.654 | 0.834 | ["leadership", "crisis", "philosophy"] | 511 | Transformational Leadership | topic | 2026-04-15T10:04:09.304520 | [
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ge leadership model that Bass and Avolio (2000a , b) proposed. This model encompasses elements of transformational, transactional, and passive-avoidant leadership styles ( Leigh et al., 2021 ). This nine-dimensional model has formed the foundational basis for research on new leadership models ( Antonakis et al., 2003 )... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.626 | 0.842 | ["leadership", "philosophy"] | 494 | Transformational Leadership | topic | 2026-04-15T10:04:09.304638 | [
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tisfaction in organizational leadership contexts. Its core premise revolves around the idea that by inspiring employees to connect their personal purpose and life meaning with that of the organization, they achieve levels of fulfillment that exceed their own expectations. By performing their tasks with an interest beyo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.446 | 0.844 | ["leadership", "llm", "philosophy"] | 487 | Transformational Leadership | topic | 2026-04-15T10:04:09.305162 | [
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in their results ( Bass and Avolio, 2000a , b ). The design of this proposed research aims to test the full range of leadership theory and its relations with leadership effectiveness, extra effort, and satisfaction within a Latin American context. By attempting to falsify the Bass and Avolio (2000a , b) model, this stu... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.636 | 0.858 | ["leadership", "education", "philosophy"] | 484 | Transformational Leadership | topic | 2026-04-15T10:04:09.305495 | [
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l of science is achieving greater truth likeness. This methodological approach, particularly in Colombia, emphasizes refutation over confirmation, reducing bias and error while strengthening the theoretical framework if it withstands falsification. This approach not only adds to global knowledge but also advances local... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.367 | 0.838 | ["education", "philosophy"] | 511 | Transformational Leadership | topic | 2026-04-15T10:04:09.305836 | [
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ove a theory is a critical and necessary practice for the advancement of scientific knowledge. This study provides several insights that demonstrate its relevance. Firstly, according to a literature review from 2019 to 2023 in Web of Science and Scopus, this is one of the few studies that utilizes structural equations ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.435 | 0.858 | ["leadership", "education"] | 494 | Transformational Leadership | topic | 2026-04-15T10:04:09.306013 | [
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eadership models and the three outcome variables. Finally, the study challenges latent multidimensional models by utilizing three second-order constructs (transformational, transactional, and passive-avoidant) as emerging multidimensional models to describe three distinct leadership styles ( Batista-Foguet et al., 2021... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.505 | 0.832 | ["leadership", "crisis", "networking", "education", "philosophy"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.306162 | [
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we know that few studies have actually shown a positive and significant relationship between these variables. This, in addition to validating the postulates of Bass and Avolio (2000a , b) , facilitates a more comprehensive understanding of leadership, particularly in Latin America, where these studies are still in thei... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.634 | 0.85 | ["leadership", "management", "networking"] | 506 | Transformational Leadership | topic | 2026-04-15T10:04:09.306483 | [
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er from those in North America, Europe, and Asia. However, their economic exchanges with developed countries are highly interconnected. Additionally, it demonstrates the adaptability and reliability of the theory in different contexts. Similarly, it enables organizations to enhance their competitiveness in increasingly... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.365 | 0.842 | [] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.306693 | [
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adaptation as a full-range model to green or sustainable organizational contexts, increasingly demanded by society, is still in its early stages. Antonakis et al. (2003) recommend confirming the full range of the leadership model and the different effects in a variety of contexts. The purpose of this study is to thorou... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.618 | 0.854 | ["leadership", "networking", "education"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.306835 | [
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tin American country, as suggested by the theoretical and normative models about passive-avoidant, transactional, and transformational leadership. To achieve this objective, the study primarily addresses the following question: Is there a positive relationship between full-range leadership and employees’ effort, effici... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.628 | 0.828 | ["leadership", "networking", "communication", "management", "education"] | 511 | Transformational Leadership | topic | 2026-04-15T10:04:09.306965 | [
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hical structure, interpersonal relationships, and collectivist principles that significantly influence leadership styles and organizational dynamics. The Hofstede model, widely referenced since its introduction in 1980, categorizes culture along six dimensions—power distance, individualism versus collectivism, masculin... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.476 | 0.694 | ["leadership", "networking"] | 423 | Transformational Leadership | topic | 2026-04-15T10:04:09.307148 | [
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m orientation, and indulgence ( Hofstede, 2011 ). These dimensions provide insights into the cultural forces shaping business practices in Colombia, valuable for both local and multinational firms ( Poturak et al., 2020 ; Chun et al., 2021 ; The Culture Factor Group, 2023 ). In Colombia, a high power distance is eviden... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.574 | 0.836 | ["leadership", "crisis"] | 438 | Transformational Leadership | topic | 2026-04-15T10:04:09.307333 | [
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e subordinates are unlikely to challenge leaders. This is complemented by a pronounced collectivist ethos emphasizing teamwork and loyalty over individual achievements. Despite a competitive drive, Colombians value collective affiliations and group achievements over personal gain, often prioritizing work commitments ov... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.444 | 0.832 | ["leadership", "management", "crisis"] | 499 | Transformational Leadership | topic | 2026-04-15T10:04:09.307635 | [
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gh plans may not always be meticulously executed. Businesses generally exhibit a short-term orientation, focusing on immediate results and upholding traditional values, while a high indulgence score indicates a cultural emphasis on enjoying life, leading to work environments that prioritize positivity and social cohesi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.381 | 0.832 | ["leadership", "ethics"] | 435 | Transformational Leadership | topic | 2026-04-15T10:04:09.307775 | [
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et al., 2021 ; The Culture Factor Group, 2023 ). This research aims to help contemporary organizations understand how and why this model can serve as a guiding light, illuminating the actions and behaviors of individuals who exercise leadership roles within organizations effectively, with integrity, and in a transforma... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.624 | 0.832 | ["leadership", "ethics", "philosophy"] | 436 | Transformational Leadership | topic | 2026-04-15T10:04:09.308011 | [
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le growth of both the organization and the world. Researchers and employees use the Multifactor Leadership Questionnaire (MLQ 5X) to find out about leadership in a variety of settings ( Bajcar and Babiak, 2022 ; Wang et al., 2023 ). The MLQ 5X includes scales for effectiveness, satisfaction, extra effort, and idealized... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.62 | 0.848 | ["leadership", "management", "war_conflict"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.308198 | [
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vidualized consideration, intellectual stimulation, inspirational motivation, and idealized influence. First, it involves surveying over 500 individuals in managerial positions within organizations located in Colombia, making it one of the few studies conducted in a Latin American developing country. This study first p... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.676 | 0.832 | ["leadership", "motivation", "management", "education", "philosophy"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.308484 | [
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with the outcome variables (employee effort, efficiency, and satisfaction). Subsequently, the fieldwork is conducted, and the data is analyzed using structural equations. Finally, the results are discussed, and conclusions are presented. 2. Literature review 2.1. Full-range leadership In response to what Burns (1978) t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.667 | 0.678 | ["leadership", "crisis", "philosophy"] | 486 | Transformational Leadership | topic | 2026-04-15T10:04:09.308745 | [
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he genesis of transformational leadership theory. It was approached from a sociological and humanistic psychology perspective, clearly differentiating between leadership and tyranny. Burns (1978) characterized leadership as a social process that is part of the dynamics of conflict and power, distinct from raw power, an... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.482 | 0.844 | ["leadership", "philosophy", "war_conflict"] | 511 | Transformational Leadership | topic | 2026-04-15T10:04:09.309186 | [
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onal leadership and transformational leadership ( Burns, 1978 ; Bass and Avolio, 2000a , b ). Burns’ proposal is classified as part of the neo-charismatic theories, which also include servant leadership ( Greenleaf, 1977 ; McGhee, 2023 ) and charismatic leadership ( House, 1976 ). Over the past decades, his proposal ha... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.645 | 0.842 | ["leadership", "philosophy"] | 462 | Transformational Leadership | topic | 2026-04-15T10:04:09.309333 | [
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leadership style for contemporary organizations. It has also served as a basis for studies on leadership behavior and its impact on organizations ( Lerutla and Steyn, 2022 ). Following the conduct of multiple empirical studies, Bass’s (1985) proposal evolved into the Full Range Leadership Model formulated by Bass and A... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.628 | 0.846 | ["leadership", "management", "philosophy"] | 511 | Transformational Leadership | topic | 2026-04-15T10:04:09.309462 | [
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aire behaviors and passive management by exception; (b) transactional leadership, with the factors of active management by exception and contingent reward; and (c) transformational leadership, comprised of behaviors like individualized consideration, intellectual stimulation, inspirational motivation, and idealized inf... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.485 | 0.83 | ["leadership", "management", "motivation", "networking", "war_conflict"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.309611 | [
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s, as it focuses on the exchange between parties seeking individual benefits, such as task completion, in exchange for compensation. Based on Maslow and Kholbergh, he defined transformational leadership as that which seeks to satisfy higher-order needs and results in mutual stimulation and elevation, turning followers ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.52 | 0.848 | ["leadership", "salary", "philosophy", "ethics", "rhetoric"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.309744 | [
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undamental leadership styles—transactional and transformational—by adding to Burns’ (1978) proposal. However, in contrast to Burns (1978) , these styles are seen as complementary to each other ( Changar and Atan, 2021 ), contributing in different ways to the fulfillment and surpassing of performance expectations within... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.506 | 0.838 | ["leadership", "philosophy", "llm"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.309942 | [
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ors associated with basic structural or task-oriented approaches. On the other hand, transformational leadership offers individualized consideration, fostering the development of team members by satisfying higher-order needs. It includes intellectual stimulation that democratizes the search for alternative solutions to... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.503 | 0.83 | ["leadership", "philosophy", "management", "motivation", "crisis"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.310096 | [
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fort, efficiency, and employee satisfaction Transformational Leadership is deemed to be the most appropriate style of leadership in contemporary organizations and the most ideal form of organizational leadership ( Berber et al., 2019 ). In this approach, the individual tends to take actions to increase awareness of wha... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.672 | 0.854 | ["leadership", "philosophy", "motivation", "war_conflict"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.310231 | [
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in pursuit of the group’s, organization’s, and society’s well-being. Transformational leaders strive to elevate the achievement, motivation, and self-development of employees, generating strong identification and trust among team members. Therefore, they inspire them to reach their potential in the pursuit of personal ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.518 | 0.848 | ["motivation", "ethics", "leadership", "management", "philosophy"] | 511 | Transformational Leadership | topic | 2026-04-15T10:04:09.310386 | [
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rease productivity as a way to generate competitive advantage ( Adunola et al., 2023 ). This leadership comprises the styles of individualized consideration (IC), intellectual stimulation (IS), inspirational motivation (IM), idealized influence through behavior (IIB), and idealized influence through attributes (IIA), t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.603 | 0.684 | ["leadership", "motivation", "management"] | 511 | Transformational Leadership | topic | 2026-04-15T10:04:09.310823 | [
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ves attending to team members’ needs and striving to develop their full potential. Leaders focus on each individual’s need for achievement and growth, acting as coaches or mentors. They create new learning opportunities in a supportive environment, recognize individual differences in needs and desires, and assist follo... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.634 | 0.83 | ["leadership", "management", "education"] | 420 | Transformational Leadership | topic | 2026-04-15T10:04:09.311010 | [
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and Avolio, 1994 ; Yukl and Uppal, 2017 ). 2.2.2. Intellectual stimulation This style promotes innovative thinking within the team by encouraging continuous questioning and idea generation. Leaders foster creativity and innovation by challenging assumptions, redefining problems, and re-evaluating past situations. They ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.58 | 0.662 | ["innovation", "leadership", "management", "education"] | 421 | Transformational Leadership | topic | 2026-04-15T10:04:09.311093 | [
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identifying root causes to find future solutions. Moreover, it encourages followers to seek creative ideas and solutions using collective methodologies, design thinking, and analysis. Leaders understand the imperfection of human actions and emphasize continuous improvement, leveraging the collective intelligence of the... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.605 | 0.678 | ["leadership", "management", "crisis", "innovation"] | 445 | Transformational Leadership | topic | 2026-04-15T10:04:09.311268 | [
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cía et al., 2011 ; Yukl and Uppal, 2017 ). 2.2.3. Inspirational motivation Inspirational motivation is when leaders serve as an inspiration and motivational figure for their team. They articulate a shared vision of goals and what is right and important, promoting emotional intelligence within the team to help them face... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.567 | 0.706 | ["motivation", "management", "leadership", "crisis", "strategy"] | 511 | Transformational Leadership | topic | 2026-04-15T10:04:09.311355 | [
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ual and team spirit with enthusiasm and optimism. They encourage followers to envision a better future for the organization and themselves ( Bass and Avolio, 1994 ; García et al., 2011 ; Yukl and Uppal, 2017 ). 2.2.4. Idealized influence through attributes Idealized influence through attributes focuses on conveying tru... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.598 | 0.708 | ["leadership", "management", "strategy", "motivation", "faith_spirituality"] | 511 | Transformational Leadership | topic | 2026-04-15T10:04:09.311450 | [
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s over personal interests ( Bass and Avolio, 1994 ; García et al., 2011 ; Yukl and Uppal, 2017 ). 2.2.5. Idealized influence through behaviors Regarding this style, leaders act with integrity and exhibit valued behaviors such as dominance, conscientiousness, self-control, moral judgment, and self-sufficiency ( Bass and... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.496 | 0.708 | ["leadership", "ethics", "decision_making", "philosophy"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.311544 | [
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effort, efficiency, and satisfaction, is the style most associated with group performance ( Avolio and Bass, 2004 ), serving as an inspiration that leads workers to extraordinary performance levels ( Teoh et al., 2022 ). These connections are in line with the findings of a study by Alhuzaim et al. (2022) , which examin... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.647 | 0.85 | ["education", "philosophy", "leadership", "motivation", "networking"] | 466 | Transformational Leadership | topic | 2026-04-15T10:04:09.311624 | [
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lic and private school directors in Saudi Arabia. Similarly, Mgaiwa (2023) posits, in his study, that transformational leadership has a strong relationship with the job satisfaction of academics in Tanzania. Lastly, Hitch et al. (2020) also found, in a study conducted with 93 occupational therapists in Australia, a pos... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.481 | 0.844 | ["leadership", "education", "networking", "philosophy", "career"] | 510 | Transformational Leadership | topic | 2026-04-15T10:04:09.311700 | [
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is possible to develop the following hypotheses. Transformational leadership, in addition to having a positive impact on employee effort, efficiency, and satisfaction, is the style most associated with group performance ( Avolio and Bass, 2004 ; Poturak et al., 2020 ), serving as an inspiration that leads workers to ex... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.672 | 0.856 | ["philosophy", "leadership", "motivation", "networking", "education"] | 511 | Transformational Leadership | topic | 2026-04-15T10:04:09.312249 | [
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found a positive relationship between transformational leadership and extra effort, effectiveness, and satisfaction. Adunola (2023) conducted another study where 235 nurses evaluated their management nurses in a hospital in Nigeria, which shows positive and significant relationships among transformational leadership an... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.665 | 0.814 | ["leadership", "networking", "education", "philosophy", "management"] | 414 | Transformational Leadership | topic | 2026-04-15T10:04:09.312501 | [
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e with the findings of a study by Alhuzaim et al. (2022) , which examined the effects of school directors’ transformational leadership styles on 463 teachers and 24 public and private school directors in Saudi Arabia. Similarly, Mgaiwa (2023) asserts in his study that transformational leadership has a strong relationsh... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.659 | 0.852 | ["leadership", "philosophy", "education", "networking", "career"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.312611 | [
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ated with two transaction styles: constructive (rewarding achievements) and corrective (controlling deviations and errors). This leadership style defines expectations, promotes performance to achieve agreed-upon goals, and monitors deviations and errors ( Avolio and Bass, 2004 ; Garzón-Lasso et al., 2021 ). The behavio... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.589 | 0.838 | ["leadership", "management", "philosophy", "war_conflict"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.312708 | [
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trating their attention on mistakes made, and seeking to correct them. These leaders specify compliance standards, as well as what constitutes ineffective performance, and may punish followers for not meeting these standards. This leadership style involves close monitoring of deviations, errors, and failures and the im... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.586 | 0.836 | ["leadership", "war_conflict", "philosophy"] | 500 | Transformational Leadership | topic | 2026-04-15T10:04:09.312801 | [
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ations, and offer recognition when goals are met. They also tend to monitor performance and motivate their followers through the exchange of rewards. This type of behavior usually provides the necessary support for meeting goals, depending on the needs of their team. When assigning a task, they might be inclined to cle... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.631 | 0.84 | ["leadership", "philosophy", "management", "motivation", "networking"] | 484 | Transformational Leadership | topic | 2026-04-15T10:04:09.314232 | [
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ional leadership style (TLS) and job performance. Several studies have found that transactional leaders use rewards to get employees to work harder ( Humphreys, 2001 ; Voon et al., 2011 ; Mahdinezhad et al., 2013 ; Shah and Hamid, 2015 ; Aymerich et al., 2021 ; Changar and Atan, 2021 ; Wegner, 2024 ), and some have fou... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.566 | 0.866 | ["leadership", "career", "war_conflict", "philosophy"] | 449 | Transformational Leadership | topic | 2026-04-15T10:04:09.314342 | [
-0.07085762917995453,
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harder ( Sundi, 2013 ; Changar and Atan, 2021 ). However, other studies have found a negative relationship between TLS and employee performance. In further studies, TLS has been found to have a positive and significant relationship with employee motivation ( Chaudhry and Javed, 2012 ; Fjendbo, 2021 ). Additional resear... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.392 | 0.864 | ["networking", "leadership", "motivation", "war_conflict", "philosophy"] | 511 | Transformational Leadership | topic | 2026-04-15T10:04:09.314434 | [
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meeting expectations ( Xenikou, 2017 ; Lerutla and Steyn, 2022 ). According to Avolio and Bass (2004) , transactional leadership is associated with favorable outcomes in these three variables (effort, efficiency, and employee satisfaction). This is in line with the findings of the study by Alhuzaim et al. (2022) , whic... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.454 | 0.832 | ["leadership", "education"] | 430 | Transformational Leadership | topic | 2026-04-15T10:04:09.314834 | [
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effort, effectiveness, and employee satisfaction. Another study in Tanzania showed a positive, albeit weak, relationship between academic job satisfaction and transactional leadership, which could be due to its complementarity with transformational leadership ( Mgaiwa, 2023 ). Finally, a study conducted in Australia wi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.476 | 0.832 | ["leadership", "networking", "education", "career", "philosophy"] | 502 | Transformational Leadership | topic | 2026-04-15T10:04:09.315142 | [
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iveness, and satisfaction ( Hitch et al., 2020 ). Based on all the aforementioned, the following hypotheses can be developed: H4 : Transactional leadership styles have a direct and positive relationship with extra effort. H5 : Transactional leadership styles have a direct and positive relationship with effectiveness. H... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.624 | 0.674 | ["leadership", "networking"] | 428 | Transformational Leadership | topic | 2026-04-15T10:04:09.315277 | [
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ive relationship with employee satisfaction. 2.4. Relationship of passive-avoidant leadership with effort, efficiency and employee satisfaction Leaders with high frequencies of passive or avoidant behaviors tend to fail in identifying and clarifying potential problems and avoid getting involved and monitoring outcomes ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.606 | 0.852 | ["leadership", "networking"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.315345 | [
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gative effect on results, being judged as ineffective ( Lerutla and Steyn, 2022 ). Similarly, they do not systematically respond to situations and problems. They are also characterized by their avoidance of specifying agreements, clarifying expectations, and providing objectives and standards ( Avolio and Bass, 2004 ; ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.573 | 0.836 | ["leadership", "negotiation"] | 483 | Transformational Leadership | topic | 2026-04-15T10:04:09.315559 | [
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ement, engagement, and assuming responsibilities. They may fail to provide sufficient information to achieve their objectives or not offer appropriate feedback to their team. This leadership style could easily be defined as “non-leadership.” These permissive leaders refuse to assume leadership responsibilities, do not ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.593 | 0.844 | ["leadership", "philosophy", "management", "war_conflict"] | 500 | Transformational Leadership | topic | 2026-04-15T10:04:09.315642 | [
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work towards the satisfaction of their followers. On the other hand, behaviors associated with passive management by exception (PME) range from being passive in the face of problems, intervening only when they become serious, to firefighting within their team or organization, waiting for a problem to arise before takin... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.461 | 0.828 | ["management", "war_conflict"] | 421 | Transformational Leadership | topic | 2026-04-15T10:04:09.315757 | [
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ion is often punitive. According to Berber et al. (2019) , passive-avoidant leadership has a negative impact on outcomes in terms of extra effort, effectiveness, and satisfaction ( Alhuzaim et al., 2022 ). Their research demonstrated a negative relationship between passive-avoidant leadership and extra effort, effectiv... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.43 | 0.846 | ["leadership", "networking"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.315978 | [
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styles have a direct and negative relationship with extra effort. H8 : Passive-avoidant leadership styles have a direct and negative relationship with effectiveness. H9 : Passive-avoidant leadership styles have a direct and negative relationship with employee satisfaction. Supplementary Figure S2 depicts the proposed m... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.61 | 0.686 | ["leadership", "networking"] | 480 | Transformational Leadership | topic | 2026-04-15T10:04:09.316168 | [
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June and November 2022 in companies in Colombia. The survey targeted 589 participants with managerial roles in their organizations. Convenience sampling was used; the respondents were participants in leadership education programs. To prevent common method variance bias, the study design included participants from diffe... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.603 | 0.836 | ["leadership", "education", "management", "career", "interview"] | 511 | Transformational Leadership | topic | 2026-04-15T10:04:09.316241 | [
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a classroom setting, and professional interviewers conducted the surveys. To eliminate potential ambiguities in the instrument, a pilot test was conducted with the first leadership course, which included 40 participants. Face-to-face surveys were conducted in 20 groups of leadership education programs. The exclusion of... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.578 | 0.688 | ["leadership", "career", "interview", "education"] | 461 | Transformational Leadership | topic | 2026-04-15T10:04:09.316308 | [
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49.9% were female. The average age was 37 years. Most participants had undergraduate education, and the economic sectors with the highest number of participants were services, commerce, and industry ( Supplementary Table S1 ). 3.2. Measurement scales The MLQ5X 36-item questionnaire was utilized to measure transformatio... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.44 | 0.692 | ["leadership", "economy", "education", "philosophy"] | 511 | Transformational Leadership | topic | 2026-04-15T10:04:09.316416 | [
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rship Questionnaire, translated and licensed by MindGarden Inc., was used. It comprises nine dimensions: (1) idealized influence attributed (IIA), representing the attribution of charisma; (2) idealized influence behavior (IIB), reflecting the behavioral aspect of charisma; (3) inspirational motivation (IM), relating t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.586 | 0.824 | ["motivation", "leadership", "innovation", "war_conflict"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.316486 | [
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onal and creative thinking; (5) individualized consideration (IC), demonstrating genuine interest in each follower’s well-being and attending to their individual needs; (6) contingent reward (CR), representing fair and constructive management processes for rewarding good performance, both financially and psychologicall... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.567 | 0.67 | ["management", "war_conflict", "innovation", "philosophy"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.316543 | [
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) passive management-by-exception (MBEP), describing leader’s intervening behaviors upon the occurrence of problems; and (9) laissez-faire (LF), expressing the absence of leadership or lack of involvement in leading ( Avolio and Bass, 2004 ). 3.3. Statistical tools A structural equation modeling (SEM) approach, specifi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.467 | 0.814 | ["leadership", "management"] | 417 | Transformational Leadership | topic | 2026-04-15T10:04:09.316595 | [
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o test the reliability, validity, and hypotheses. PLS-SEM allows researchers to assess both causal relationships between indicators and items and causal relationships between latent constructs ( Gudergan et al., 2008 ). To evaluate the measurement models and the structural model, procedures suggested in prior literatur... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.504 | 0.708 | ["networking", "war_conflict"] | 489 | Transformational Leadership | topic | 2026-04-15T10:04:09.316646 | [
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e SmartPLS 4 software ( Ringle et al., 2022 ). 4. Results Wright’s et al. (2012) proposed steps for estimating a component-based model as the basis for the process used to obtain the results. The process involves: (1) running the first-order model; (2) assessing reliability; (3) evaluating convergent validity; (4) asse... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.5 | 0.858 | ["war_conflict"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.316696 | [
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th the latent variables as indicators; (7) running the structural model; and finally, (8) evaluating the results of the structural model. 4.1. Measurement model evaluation To analyze the instrument, criteria for reliability, convergent validity, and discriminant validity were evaluated. There are three indicators in Su... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.524 | 0.832 | [] | 474 | Transformational Leadership | topic | 2026-04-15T10:04:09.316754 | [
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rage variance extracted (AVE) for each construct. The results of Cronbach’s alpha (CA) and composite reliability (CR) ensure the reliability of the scales. The results of Cronbach’s alpha are in a range between 0.847 and 0.936, above the recommended value of 0.7 for scale robustness, and the composite reliability of th... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.515 | 0.69 | [] | 435 | Transformational Leadership | topic | 2026-04-15T10:04:09.316802 | [
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commended value of 0.7 ( Henseler et al., 2016 ). This indicates that the constructs have a high level of internal consistency. To assess convergent validity, the loadings of each item and the AVE were examined. The loadings of each item were greater than 0.7 ( Fornell and Larcker, 1981 ). The average variance extracte... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.502 | 0.714 | [] | 489 | Transformational Leadership | topic | 2026-04-15T10:04:09.316847 | [
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onvergent validity for all the latent constructs. To assess discriminant validity, the Fornell–Larcker criterion ( Fornell and Larcker, 1981 ) and HTMT ratio ( Voorhees et al., 2016 ). Firstly, Fornell and Larcker (1981) suggest that discriminant validity can be evaluated by examining whether the square root of the AVE... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.511 | 0.85 | ["ethics"] | 484 | Transformational Leadership | topic | 2026-04-15T10:04:09.316919 | [
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gonal exceed the correlations between constructs. Additionally, Supplementary Table S4 shows the HTMT criterion, which is a ratio of within-construct correlations to between-construct correlations. The HTMT values are below the required value of 0.9 ( Henseler et al., 2016 ). In conclusion, the results indicate adequat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.514 | 0.692 | ["ethics"] | 511 | Transformational Leadership | topic | 2026-04-15T10:04:09.316994 | [
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and Cronbach’s alpha of the latent scores of the first-order constructs to figure out what the higher-level PLS constructs were like. The statistical analysis presented in Supplementary Table S5 assesses the second-order constructs of transformational leadership, transactional leadership, and passive-avoidant leadershi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.468 | 0.828 | ["leadership", "philosophy"] | 470 | Transformational Leadership | topic | 2026-04-15T10:04:09.317140 | [
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structural model with the second-order variable. To do this, aggregated scores were used to model the second-order construct. The goodness of fit should be assessed at the beginning of the model evaluation before examining the structural model ( Henseler et al., 2016 ). To assess goodness of fit, use SmartPLS4 software... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.336 | 0.846 | ["war_conflict"] | 452 | Transformational Leadership | topic | 2026-04-15T10:04:09.317407 | [
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(SRMR) as the appropriate measure for model fit. For the proposed model, the SRMR value is 0.047, which indicates a good fit of the model ( Prasarnphanich and Wagner, 2009 ). The proposed structural model is evaluated through path loadings and R-squared ( R 2 ) values. As suggested by Streukens and Leroi-Werelds (2016)... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.51 | 0.87 | ["ethics", "networking"] | 505 | Transformational Leadership | topic | 2026-04-15T10:04:09.317471 | [
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he results are shown in Supplementary Figure S3 . Supplementary Table S6 shows the hypothesis’s findings, with appropriate path coefficients and p-values supporting all suggested direct relationships. The results show that all hypotheses are supported by their sign and level of significance. Supplementary Table S6 indi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.658 | 0.814 | ["leadership", "ethics", "networking", "philosophy"] | 423 | Transformational Leadership | topic | 2026-04-15T10:04:09.317526 | [
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st effects, followed by transactional leadership. As expected, Passive-Avoidant leadership has a negative effect on job satisfaction, extra effort, and worker effectiveness. The R 2 values depicted in Supplementary Figure S2 suggests that the model explains 57.6% of extra effort, 43.6% of effectiveness, and 49.4% of sa... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.618 | 0.696 | ["leadership", "ethics", "networking", "career", "education"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.317578 | [
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nd employees’ effort, efficiency, and satisfaction which was reached through the methodology used. Based on hypothesis postulated, the following analyses can be drawn: first, the results obtained also demonstrate that both transformational and transactional leadership have a direct, significant, and positive relationsh... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.475 | 0.84 | ["leadership", "networking", "philosophy"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.317638 | [
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g the complementarity between both leadership constructs to achieve positive effects in organizations ( Changar and Atan, 2021 ). According to Avolio and Bass (2004) , the establishment of feedback or recognition mechanisms and the clear identification of roles and goals in transactional leadership serve as the foundat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.576 | 0.848 | ["leadership", "networking", "llm"] | 511 | Transformational Leadership | topic | 2026-04-15T10:04:09.317688 | [
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.14), and satisfaction (0.17), with their impacts being quite similar. Second, when examining the relationships between each dependent construct and transformational, transactional and passive-avoidant leadership, Transformational leadership has the greatest impact on extra effort, effectiveness, and satisfaction, whil... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.491 | 0.808 | ["leadership", "philosophy", "networking", "education"] | 431 | Transformational Leadership | topic | 2026-04-15T10:04:09.317737 | [
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nsistent with the study by Martínez-Moreno et al. (2021) , who found that transformational leadership has a greater impact on employees’ extra effort, effectiveness, and satisfaction, followed by transactional leadership. It is important to continue to enhance transformational leadership, whose leaders are considered e... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.534 | 0.818 | ["leadership", "ethics", "philosophy", "motivation", "education"] | 424 | Transformational Leadership | topic | 2026-04-15T10:04:09.317884 | [
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and committed employees ( Londono-Proano, 2022 ). In other words, it is crucial for leaders, depending on the situation, to complement transformational leadership with transactional leadership, serving as a source of inspiration for their workers and, additionally, establishing goals related to reward or punishment sys... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.442 | 0.85 | ["leadership", "motivation", "war_conflict", "philosophy"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.317943 | [
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outcomes in Colombian companies, as shown by the fact that they make leaders less effective (−0.247), less satisfied (−0.141), and less hardworking (−0.120) ( Berber et al., 2019 ). These results are consistent with their avoidance of involvement, assuming responsibilities, and giving objectives and standards ( Garzón-... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.648 | 0.698 | ["leadership", "philosophy"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.318008 | [
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ction (0.458), and effectiveness (0.421) than transactional leadership. The ability of this leadership style to connect with followers’ higher-order needs explains this, which is consistent with earlier studies ( Berber et al., 2019 ; Alhuzaim et al., 2022 ). Transformational leaders also have the capacity to enhance e... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.675 | 0.676 | ["leadership", "career", "philosophy"] | 417 | Transformational Leadership | topic | 2026-04-15T10:04:09.318058 | [
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pects surrounding it ( Abolnasser et al., 2023 ). The individualized consideration dimension, which values team members’ ideas in identifying problems and coming up with solutions and describes it as intellectual stimulation, the sense of tasks and common purpose of teams described as inspirational motivation, and inte... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.431 | 0.836 | ["leadership", "management", "motivation", "ethics", "philosophy"] | 482 | Transformational Leadership | topic | 2026-04-15T10:04:09.318109 | [
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rformance, facilitate this ( Teoh et al., 2022 ). In addition to justifying the hypotheses, the results of this study validate the use of the MLQ 5X in its Spanish version to measure the nine dimensions of the full range proposed by Bass and Avolio (2000a , b) in Latin America. This contributes to advancing the underst... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.486 | 0.874 | ["leadership", "communication", "education", "philosophy"] | 502 | Transformational Leadership | topic | 2026-04-15T10:04:09.318201 | [
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ehend the effects of the three leadership styles. In addition to the above, this research confirms the existence of second-order constructs, supporting what Batista-Foguet et al. (2021) have postulated. Along with analyzing the validity of the MLQ 5X, it examines causal relationships. According to Bass and Avolio (2000... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.487 | 0.838 | ["leadership", "management", "networking"] | 467 | Transformational Leadership | topic | 2026-04-15T10:04:09.318257 | [
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r construct known as passive-avoidant leadership. Meanwhile, active management by exception and contingent reward make up the construct called transactional leadership. Finally, the dimensions of individualized consideration, intellectual stimulation, inspirational motivation, idealized influence behavior, and idealize... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.551 | 0.83 | ["leadership", "motivation", "philosophy", "management", "war_conflict"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.318322 | [
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ass and Avolio (2000a , b) , it would be prudent to conduct a replication of this study in a different Latin American country to confirm whether the data supports the validity of the theory. Additionally, some control variables, such as gender, could be incorporated in the future to verify if the results remain consist... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.329 | 0.846 | ["education"] | 482 | Transformational Leadership | topic | 2026-04-15T10:04:09.318374 | [
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study presents several theoretical implications. First, it backs up what Bass and Avolio (2000a , b) found about the full-range leadership model. It shows that transformational, transactional, and passive-avoidant leadership all lead to more effort, effectiveness, and satisfaction, which is something that many other st... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.529 | 0.838 | ["leadership", "philosophy", "education"] | 502 | Transformational Leadership | topic | 2026-04-15T10:04:09.318429 | [
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erscoring its importance in a developing country. Additionally, it validates the Multifactor Leadership Questionnaire (MLQ 5X) in a unique context, given its predominant application in developed countries. It is one of the few studies between 2019 and 2023 that uses structural equations to analyze the data, according t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.436 | 0.836 | ["leadership", "crisis", "resume"] | 478 | Transformational Leadership | topic | 2026-04-15T10:04:09.318481 | [
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, but also emerging multidimensional models. 6.2. Practical implications The practical implications of this study are equally numerous. Firstly, it confirms the importance of promoting transformational leadership in organizations due to its greater impact on outcomes. Furthermore, the positive impact of this style on o... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.495 | 0.838 | ["leadership", "education", "philosophy"] | 510 | Transformational Leadership | topic | 2026-04-15T10:04:09.318535 | [
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mpetitiveness and sustainability in the long run. Organizations should also promote workshops that reinforce transformational leadership, acknowledging that leaders are not just born but also created. Finally, it emphasizes the need for organizations to measure their managers’ leadership styles, ideally through the MLQ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.492 | 0.822 | ["leadership", "management", "philosophy"] | 426 | Transformational Leadership | topic | 2026-04-15T10:04:09.318610 | [
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on how to improve their leadership abilities. 7. Conclusion This study contributes to providing global validity to the MLQ because, while most studies have been conducted in developed countries, research in developing countries has emerged over time, with South America and Colombia being an area that lacked research in... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.531 | 0.834 | ["leadership", "education"] | 463 | Transformational Leadership | topic | 2026-04-15T10:04:09.318666 | [
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ding of leadership in Colombia are still lacking. “Global Studies” (1999) is perhaps the only significant source of information on Colombian culture and leadership. The research conducted on this variable is primarily a compilation of the authors’ experiences and beliefs rather than the product of quantitative research... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.453 | 0.84 | ["leadership", "education", "philosophy"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.318720 | [
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s represents a valuable contribution to knowledge. Furthermore, it is one of the few studies, according to the literature reviewed between 2019 and 2023 in Web of Science and Scopus, that analyzes the data using structural equations. The study is important and useful for understanding what leadership is. It gives solid... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.499 | 0.834 | ["leadership", "education", "philosophy"] | 452 | Transformational Leadership | topic | 2026-04-15T10:04:09.318772 | [
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formational, transactional, and passive-avoidant. These styles are analyzed as second-order constructs in emerging multidimensional models to describe three different leadership styles, challenging latent multidimensional models. The results conclude that there is a direct and positive correlation between transformatio... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.483 | 0.83 | ["leadership", "philosophy", "career", "education"] | 512 | Transformational Leadership | topic | 2026-04-15T10:04:09.318825 | [
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eaders can use behaviors and parts of both transactional and transformational leadership depending on the situation, to make organizations more effective, especially in business environments that are dynamic and always changing. On the other hand, while there is a positive correlation between transactional leadership a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11307206/ | Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.547 | 0.822 | ["leadership", "philosophy"] | 450 | Transformational Leadership | topic | 2026-04-15T10:04:09.318931 | [
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... |
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