Transformational Leadership On Work Mativation : Systematic Literatur Review Overview SLR
DOI:
https://doi.org/10.58192/profit.v3i1.1659Keywords:
Transformational Work, Job Motivation, SKR, PRISMAAbstract
The purpose of this LSR is to determine the influence of transformational leadership variables on work motivation or performance determinants in companies. This research examined and reviewed 38 journal articles from two databases, Science Direct, Emerald Insight, and Scopus, from Publish or Parish, from 2019 to 2023. The analysis used PRISMA screening to obtain 38 articles. In this research we examine the benefits of transformational leadership in supporting employees to achieve goals that influence their behavior. In other words, we examine how organizations can use transformational leadership to develop employees. The aim of this research is to determine the influence of transformational leadership variables on work motivation variables. It has been found that there is a positive relationship between efficiency and job satisfaction in many fields. This means that when performance increases, employees also feel satisfied with the work they do.
References
Antunes, A., & Franco, M. (2016). How people in organizations make sense of responsible leadership practices: Multiple case studies. Leadership & Organization Development Journal, 37(1), 126-152.
Baard, P. P., Deci, E. L., & Ryan, R. M. (2004). Intrinsic need satisfaction: a motivational basis of performance and weil‐being in two work settings 1. Journal of applied social psychology, 34(10), 2045-2068.
Bass, B. M., & Bass Bernard, M. (1985). Leadership and performance beyond expectations.
Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational dynamics, 18(3), 19-31.
Blau, F. D., & Kahn, L. M. (2017). The gender wage gap: Extent, trends, and explanations. Journal of economic literature, 55(3), 789-865.
Burns, J. M. (1978). Transformational leadership theory. Leadership.
. Bass, B. M., & Bass Bernard, M. (1985). Leadership and performance beyond expectations.
Deci, E. L., & Ryan, R. M. (2008). Facilitating optimal motivation and psychological well-being across life's domains. Canadian psychology/Psychologie canadienne, 49(1), 14.
Gu, Q., Tang, T. L. P., & Jiang, W. (2015). Does moral leadership enhance employee creativity? Employee identification with leader and leader–member exchange (LMX) in the Chinese context. Journal of business ethics, 126, 513-529.
Mekpor, B., & Dartey-Baah, K. (2017). Leadership styles and employees’ voluntary work behaviors in the Ghanaian banking sector. Leadership & Organization Development Journal, 38(1), 74-88.
Morris, V. M. (2019). The Impact Leadership Styles Have on Organizational Performance: A Correlation Study on Local Public Administrators (Doctoral dissertation, Northcentral University).
Ouakouak, M. L., & Ouedraogo, N. (2017). Antecedents of employee creativity and organisational innovation: An empirical study. International Journal of Innovation Management, 21(07), 1750060.
Rivai, V., Sagala, E. J., Murni, S., & Abdullah, B. (2008). Performance Aprraisal. Jakarta: PT Raja Grafindo Persada.
Santis, A. S., Neto, M. T. R., & Verwaal, E. (2018). Does cultural capital matter for indi- vidual job performance? A large-scale survey of the impact of cultural, social and psychological capital on individual performance in Brazil. International Journal of Productivity and Performance Management, 67(8), 1352–1370.
(Yahaya, R. and Ebrahim, F. (2016), “Leadership styles and organizational commitment: literature review”, The Journal of Management Development, Vol. 35 No. 2, pp. 190-216, doi: 10.1108/JMD- 01-2015-0004.)
