Universitas Mercu Buana

Unggul, Bermutu dan Bermanfaat

Theme of Journal : Transformation Leadership (26 March 2017)

1. Journal Identity

Title                             : The systems psychodynamic experiences of organisational
transformation amongst support staff
Author                         : Steyn, MartinCilliers, Frans
Volume                       : 42
Issue                            : -
Pages                           : 1-10
Publication                  : 2016
ISSN                           : 02585200
Copyright                    : Copyright AOSIS (Pty) Ltd 2016
Document URL          :
https://e-resources.perpusnas.go.id:3961/docview/1835905149?accountid=25704

Abstract
The unconscious impact of organisational transformation is often neglected and even denied. This research revealed the manifestation and impact of high levels and different forms of anxiety experienced by employees during transformation. The objective was to study and describe the manifesting systems psychodynamic behaviour amongst support staff during organisational transformation. Organisational transformation is mostly researched from a leadership viewpoint. Little research data are available on the experiences of support staff on the receiving end of decisions about and implementation of transformation. A qualitative approach within the phenomenological hermeneutic interpretive stance was used. The research was set in a government organisation. A semi-structured interview with four conveniently and purposefully chosen support staff members was thematically analysed using systems psychodynamics as theoretical paradigm. Four themes manifested, namely de-authorisation and detachment, being bullied and seduced by leadership, the organisation in the mind as incompetent, and a dangerous and persecutory system. In the discussion, the basic assumptions and relevant constructs are interpreted. Understanding the transformationexperiences of support staff could assist the industrial psychologist to facilitate appropriate support in coaching more junior staff towards increasing wellness and work performance. Organisational transformation is highlighted as an anxiety provoking experience especially on the lower levels of the organisation. Its potentially deep and complex psychological impact could possibly derail parts of the system if not managed in a psychologically contained manner.

2. Journal Identity

Title                             :Leadership development in human resources: An examination of transformational leadership behaviors
Author                         : Schliep, Karen Kocour
Volume                       : -
Issue                            : -
Pages                           : 154
Publication                  : 2016
ISBN                           : 9781369138931
Copyright                    : Database copyright ProQuest LLC; ProQuest does not claim copyright in the individual underlying works.
Document URL          :    

Abstract
Leadership development theories, including the transformational style of leadership, emphasize that leaders can be developed. Leadership development assessments have been used to create individual profiles to diagnose strengths and opportunities for development. The Multifactor Leadership Questionnaire (MLQ(5X)) is an instrument that is available to create profiles that measure transformational leadership behaviors. These profiles can be used to cultivate transformational leadership behaviors for developing leaders.
Leaders in human resources are typically tasked with responsibilities for developing people and implementing organizational strategies. Transformational leadership behaviors are widely recognized as a desirable style of leadership that can enhance organizational performance. However, there is a lack of research related to transformational leadership behaviors among professionals in human resources.
This quantitative study assessed the leadership style profiles of human resource professionals for transformational leadershipbehaviors and analyzed how the leadership style profiles differed by gender, education level, years worked in human resources, current job position, and primary role in human resources. The study revealed that the transformational leadership style was substantially more prominent in the overall profiles of human resource professionals than transactional and passive-avoidant styles of leadership.
For highest education level, the profile scores were significantly higher in the transformational leadership style for those who held graduate and bachelor degrees. In the analysis for the number of years worked in human resources, the profile scores in the transformational leadership subscales were considerably higher for participants who worked 15 or more years in human resources. Those who held job positions of vice-president or director scored higher transformational leadership subscale scores than those who held job positions as managers, professionals (non-managers), and consultants. No meaningful differences were found within the demographic characteristics of gender or primary role in human resources.
The study contributes to the field of human resource development with regard to leadership development opportunities and transformational style of leadership among human resource professionals. The study advises those who are involved with helping to shape and influence the education, training, and development of leaders in human resources.

3. Jurnal Identity

Title                             Pengaruh Kepemimpinan Transformasional Terhadap Kepuasan Kerja dan Komitmen Organisasional dengan Dimediasi oleh Pemberdayaan Psikologis

Author                         Muhamad Ali Sukrajap
Volume                       : 12
Issue                            : -
Pages                           22 - 45
Publication                  September 2016
ISSN                           : 1858 - 3970,
Copyright                    : Jurnal Psikologi Universitas 45, Yogyakarta
 Document URL        
https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwiDuaqi4u7RAhWHQI8KHdPBDwwQFggfMAA&url=http%3A%2F%2Fjurnal.psikologiup45.com%2Fwp-content%2Fuploads%2F2016%2F09%2FJurnal-Psikologi-UP-45-2016-22-45-Pengaruh-Kepemimpinan-Transformasional-terhadap-Kepuasan.doc.pdf&usg=AFQjCNHY06ulIUMzjGJo1tvSGtHOaN-heQ&sig2=5nqv_NqW-lF7XsNSnqnrgQ

Abstract
Eighty five employees of a private hospital participated in this study. They are recruited randomly from a finite population (545 employees). Objective of this study is to verify the strength of psychological empowerment as the mediator variable between independent variable (transformational leadership) and two dependent variables (job satisfaction and organizational commitment). There are also four instruments 1). The Minnesota Satisfaction Questionnaire-short form (MSQ-short Form), validity ranged from .470-.808, the Cronbach Alpha for reliability coefficient was .912. 2). Organizational Commitment Scale, validity ranged from .370-.851, the Cronbach Alpha for reliability coefficient was .829. 3). The Transformational Leadership Scale, validity ranged from .429-.856, the Cronbach Alpha for reliability coefficient was .966. 4). The Psychological Empowerment Scale, validity ranged from .553-.819, the Cronbach Alpha for reliability coefficient was .914. The hypothesis is that there is a mediation relationship between transformational leadership and job satisfaction and also organizational commitment. This study revealed that the mediator variable is quite strong for the job satisfaction variable. However, the mediator variable is less likely strong for the organizational commitment. It may there were other variables which also influence the dependent variable. Those other variables, however, were not in this research.

Key words: Job satisfaction, organizational commitment,

4. Journal Identity

Title                 : Transformational Leadership and Psychological Well-Being: The Mediating Role of Meaningful Work
Author             : Kara A. Arnold ,Nick Turner and Julian Barling
Volume           : 12
Issue                : 3
Page                :  193-203
Publication      : 2007
DOI                 : 10.1037/1076-8998.12.3.193 
Copyright        : Copyright 2007 by the American Psychological Association
URL                : http://ohpsychology.ca/wp-content/uploads/2011/02/arnold.pdf

Abstract
Two studies investigated the relationship between transformational leadership, the meaning that individuals ascribe to their work, and their psychological well-being. In Study 1, the perceptions of meaningful work partially mediated the relationship between transformational leadership and positive affective well-being in a sample of Canadian health care workers (N  319). In Study 2, the meaning that a separate sample of service workers (N  146) ascribed to their work fully mediated the relationship between transformational leadership and psychological well-being, after controlling for humanistic work beliefs. Overall, these results support and add to the range of positive mental health effects associated with transformational leadership and are suggestive of interventions that organizations can make to improve well-being of workers.

5. Journal Identity


Tittle                            : Transformational Leadership Moderates the RelationshiP Between Emotional Exhaustion and Turnover Intention Among Community Mental Health Providers

Authors                       : Amy E. Green, Elizabeth A. Miller, and  Gregory A. Aarons

Volume                       : 49

Issue                            : -

Pages                           : 373–379

Publication                  : 2013

ISSN                           : -

Copyright                    : Springer Science+Business Media

Document URL          :


Abstract

Public sector mental health care providers are at high risk for burnout and emotional exhaustion which negatively affect job performance and client satisfaction with services. Few studies have examined ways to reduce these associations, but transformational leadership may have a positive effect. We examine the relationships between transformational leadership, emotional exhaustion, and turnover intention in a sample of 388 community mental health providers. Emotional exhaustion was positively related to turnover intention, and transformational leadership was negatively related to both emotional exhaustion and turnover intention. Transformational leadership moderated the relationship between emotional exhaustion and turnover intention, indicating that having a transformational leader may buffer the effects of providers’ emotional exhaustion on turnover intention. Investing in transformational leadership development for supervisors could reduce emotional exhaustion and turnover among public sector mental health providers.


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