|ترجمه عنوان مقاله||پیش بینی عملکرد کارکنان از طریق رهبری مبادله ای و اشتیاق کارآفرین در میان کارمندان پاکستان|
|عنوان انگلیسی مقاله||Predicting employee performance through transactional leadership and entrepreneur’s passion among the employees of Pakistan|
|انتشار||مقاله سال ۲۰۲۲|
|تعداد صفحات مقاله انگلیسی||۹ صفحه|
|هزینه||دانلود مقاله انگلیسی رایگان میباشد.|
|پایگاه داده||نشریه الزویر|
|نوع نگارش مقاله
||مقاله پژوهشی (Research Article)|
|مقاله بیس||این مقاله بیس میباشد|
|نمایه (index)||Master Journal List – Scopus|
|فرمت مقاله انگلیسی|
||۴٫۸۹۷ در سال ۲۰۲۰|
|شاخص H_index||۴٫۸۹۷ در سال ۲۰۲۰|
|شاخص SJR||۰٫۸۶۱ در سال ۲۰۲۰|
|شاخص Quartile (چارک)||Q1 در سال ۲۰۲۰|
|رشته های مرتبط||مدیریت|
|گرایش های مرتبط||مدیریت منابع انسانی – مدیریت عملکرد|
|نوع ارائه مقاله
|مجله||بررسی مدیریت آسیا و اقیانوسیه – Asia Pacific Management Review|
|دانشگاه||College of Business Management, King Faisal University, Al Saudi Arabia|
|کلمات کلیدی||سبک رهبری تعاملی – اشتیاق کارآفرین – عملکرد کارکنان – شرکت های کوچک و متوسط – پاکستان|
|کلمات کلیدی انگلیسی||Transactional leadership style – Entrepreneur’s passion – Employee performance – SMEs – Pakistan|
|شناسه دیجیتال – doi
|وضعیت ترجمه مقاله||ترجمه آماده این مقاله موجود نمیباشد. میتوانید از طریق دکمه پایین سفارش دهید.|
|دانلود رایگان مقاله||دانلود رایگان مقاله انگلیسی|
|سفارش ترجمه این مقاله||سفارش ترجمه این مقاله|
|فهرست مطالب مقاله:|
۲٫ Literature review and conceptual framework
۴٫ Data analysis and findings
۵٫ Discussion and conclusion
۶٫ Contribution, limitations and future research
|بخشی از متن مقاله:|
The present study proposes to investigate the impact of transactional leadership style (TLS) and entrepreneur’s passion (ETP) for employee performance (EP) and mediating role of passion between TLS and EP in Pakistan. The study is a quantitative approach and based on cross-sectional data. In total, 356 cases are applied for the final analysis. The results demonstrated a positive and significant effect of TLS and ETP on EP. Thus, the ETP recognized as a mediator between the TLS and the EP. The study’s findings would offer significant contributions and implications for executives, entrepreneurs, and managers. The leadership style perception of the employees has a considerable contribution to generating a higher level of job performance. Hence, the study would provide the smoothness in enhancing EP with leadership behaviours’ development. However, the mediation investigation of ETP between TLS and EP among the employees of Pakistan would give further guidelines for the policymakers of developing nation to observe the role of ETP.
The tendency in the leadership aspect usually differentiated between transactional leadership and transformational leadership (Feranita et al., 2020). Henceforth, many people illustrated the various definitions of leadership with the support of words including “influence and group” for the description of leadership (Jong & Hartog, 2007; Naqvi et al., 2017). Thus, leadership is concerned with attaining objectives by boosting the followers based on the application of tactical plans. According to Yukl (2002), the much prevalent literature of relevant leadership theories is classified into two specific notions, including transactional leadership and transformational leadership. Besides this, the transactional leadership concept based on the maintenance of the general flow of actions. However, the word “transactional” illustrates the reality that such a leader fundamentally encourages swapping rewards for performance.
However, job performance is related to workers’ behaviours within an organization (Howladar et al., 2018). Further, transactional conception is to focus on “keeping the ship afloat”. Additionally, transactional leaders apply disciplinary control and the apparent motives to encourage the performance of employees at their best. Moreover, researchers generally measure the performance of working staff based on job performance. In this way, job performance stands for how many employees have performed for achieving a goal for organizational setup (Blickle & Schütte, 2017). Finally, job performance is related to the demonstration for the fulfilment of regulated/expected function through an organization’s demand. Thus, job behaviour is concerned with incidental, multifaceted and measurable behaviour along with the totality of alternating occasions that employees intend to perform within a span of period.
Discussion and conclusion
The purpose of the study was to inspect the influence of the TLS and the ETP for the EP. The small and medium-sized enterprises (SMEs) of Pakistan were selected as the study context. We have also found an indirect effect of TLS on EP in the presence of an ETP. Thus, this study covers a survey questionnaire for responses from the respondents.
By employing the SEM technique, the results of a research study found a positive and significant effect of TLS on EP among the respondents. Hence, H1 is accepted. Meanwhile, the positive impact of TLS on EP are accorded with the previous studies of Howell & Merenda (1999), Elenkov (2002), Yozgat and Kamanli (2016), who have claimed the same findings within the various contexts. These positive effects may have appeared because it has a reputation as a dominant predictor of employees’ performance. In Russian companies, managers who adopt transactional leadership behaviour are significantly and positively related to organizational performance and innovation (Elenkov, 2002). According to Bass (1990), transactional leadership happens when the leader’s motives and the mechanism depend on the capability of the follower’s activity. In the same vein, Burke et al. (2006) demonstrated that leadership behaviours and team activity consequences are correlated with each other. In the SEMs context of Pakistan, the employees and entrepreneurs may be motivated for transactional leadership. They encourage followers to accomplish as per the leader’s anticipation and get rewards and promotion. It would avail the skills for the leader that can be applied in operating and inspiring its followers to satisfy the organization’s necessities and ambitions by swapping for employees’ performance (Jung & Avolio, 2000).