The Impact of Transformational Leadership Style on Employee`s Self-Efficacy
Subject Areas : مدیریت
Ashraf
Shah Mansouri
1
(استادیار دانشگاه آزاد اسلامی، واحد تهران جنوب، گروه مدیریت، تهران، ایران)
Mehdi
Sokoot Arani
2
(دانشجوی کارشناسی ارشد دانشگاه آزاد اسلامی، واحد نراق، گروه مدیریت بازرگانی، نراق، ایران (عهدهدار مکاتبات))
Keywords: leadership style, Transformational Leadership, Leadership, Self-efficacy, Municipality of Aran & Bidgol,
Abstract :
The present study aims at identifying the effect of the transformational leadership style on municipal employees’ self-efficacy in city of Aran & Bidgol, Iran. The research objective is practical and it is based on the descriptive-casual and library-based for collecting data in literature review and study of related theories. Population of the study was all municipal employees in Aran & Bidgol, 100 people in number. And census method was utilized for sampling. For collecting data Base transformational leadership questionnaire and Sherer.et al self-efficacy questionnaire were administrated on subjects of the study. The questionnaires validity was verified by ten “10” expertise, and their reliability was tested based on Cronbach’s alpha. This investigation involves six hypotheses in which among them there is only one “1” primary hypothesis in evaluating effect of transformational leadership style on municipal employees’ self-efficacy. And the other secondary hypotheses concentrate in exploring the effect of aspects of transformational leadership style such as perfect characteristics, idealized behaviors, inspirational motivation, intellectual persuasion and personal considerations of managers on employees’ self-efficacy. Data analysis and the obtained scores from the administrated tests on variables proved all hypotheses and it showed that transformational leadership style has a significant effect on Aran & Bidgol municipal employees’ self-efficacy. Among various aspects of transformational leadership, the perfect characteristics have the most effect and personal considerations have the least one on employees’ self-efficacy.
