The Relationship between Transformational Leadership and ...

IJMBS Vol. 5, Issue 4, Oct - Dec 2015

ISSN : 2230-9519 (Online) | ISSN : 2231-2463 (Print)

The Relationship between Transformational Leadership and Organizational Performance in Jordan Universities from Middle Managers Perspective 1 1

Ruba Osama Hawi, 2Tareq Hashem, 3Dina Alkhodary

Holy Spirit University of Kaslik-Business Administration, Juniyah, Lebanon 2 Marketing Department, ISRA University, Amman- Jordan 3 Business Administration, ISRA University, Amman- Jordan

Abstract This study aims to investigate the relationship of the transformational leadership behavior in Jordanian universities from teaching staff. Thus, the study population consisted of all Jordanian universities either public or private amounting (21) universities .10 universities from both public and private universities agreed to participate in the survey, also 100 teaching members were selected randomly from the study population to evaluate their faculity dean transformational behavior, considering deans behavior is effected by the CEO of the university. To achieve study objectives, the researcher developed a questionnaire Bass & Avolio's Multifactor Leadership Questionnaire (MLQ) to collect the needed data. The questionnaire also consisted of sections including the covering letter, the demographic data and the statements that measure of the research variable. The questionnaire was distributed in person and collected at the same time. To analyze the collected data through the questionnaire, “SPSS” statistical package program has been used. The following statistical methods have been used frequencies and percentages means and standard deviations Multiple Regression test and WLS Regression test. Results showed that transformational leadership behavior is related to employees’ attitude in the universities. The results also showed that leaders’ behavior has a main role in the academic field at the level of organizations performance when they show transformative and considering the humanity aspects for achieving goals. Future studies could show the effect of the transformational dimesions in some other fields. Acknowledgements Part of this research was supported by the researches and the related articles The authors would like to thank all the participant for their helpful of this manuscript. Keywords Transformational leadership, University, Teaching staff, Performance. I. Introduction Many researchers, e.g. (Wang et al. 2011; Peterson et al.2003) have mentioned the relationship between leadership behavior and organizations’ performance and they showed how leader’s interactions could have a significant impact over the organizations developments. Having different views, e.g Dalakoura (2010) showed that leaders have no important role towards organization effectiveness and they asserted there is no relationship found between organization development and leadership behaviors. These results were also found in Ozsahin et al. (2011) study, he found that leaders could have a significant impact towards their organization's success in the crises and risky situations such as high competition and uncertainty. Thus, the study results are seen w w w. i j m b s. c o m

inconsistent.From the other hand, previous studies, e.g. (Colbert et al. , 2008; Deanne & Hartog 2004) support that the organization's effectiveness is influenced by theleaders’ characteristics, behaviors, and charisma. Actually, this agreed with Carpenter & Fredrickson (2001) since the authors argued that the physiological factors of a leader couldaffect organizations’ outcomes and they explained that leaders’ behavior are related to the his/ her values and personality that influence organizations’ performance. Although there is a view in the literature that leader's behaviors matters to organizations’ performance there is no specific answer to the question of how leaders or CEOs’ behaviors is related to the organization’s performance. Therefore, we assume in our research that there is a relationship between the transformational leadership behavior and organizations performance by answering the question of (how and what are the main behaviors that the CEO’s must have to achieve his/ her organizations’ performance. II. Research Statement and Objectives It is well known that leadership style plays a major role in all organizations regardless of their activities. Therefore, many researches had been carried out to investigate such role. The leadership style role differs from country to country and even from organization to another. Thus, this research tends to find the relationship between leadership style and organizations perform in thejordanian context, more specifically, it aims to investigate the relationship between the transformational leadership behavior and organizations performance in Jordanian universities, to answer our question of the study. Wwe aimed to use employees attitudes since the transformational leadership behavior is mostly related with employees in the organizations and thus, we will mediate employees’ job attitudes in the Jordanian universities. III. An overview about Arab Organizational Cultural The transformational leadership is a part of the country’s culture (Rajil, 2010). In our research, we would like firstly to provide an overview about Arab culture in order to have a full understanding of the transformational leadership. Arab organizational cultures are known with family business, which shows the concern that the father owner, founder, CEO, Chairman, entrepreneur is usually the decision maker; it is a complex, dual system that is made up of the family and the business (Stephan & Timothy, 2012). Boussif (2010) refers that the philosophy of any country depends to a large degree, upon the values held by those in management and their leadership styles. Soroush et al. (2012) found that Arab emotional tactics to influence their organization’s outcome. Becker (2014) found that Arab business, society has its own cultural environment which plays a major role in forming their organizational policies, process and their management system operations, and described Arab managers, Arab CEO’s or leaders have hight delegate toward authority believing that centralization builds respect, control ,and avoid risk taking to create stable International Journal of Management & Business Studies 39


environments. At the same time, Fredric & Rohm (2013) showed that Arabs value teamwork and collaboration, and found them likely to act independently and they allow themselves to stand out from others. Having different view by Podrug (2011) found that leaders in the Arab society are knowledgeable and strong, but they are move slowly in their organizations in decision making. But, Kateryna (2014) argued that recently the Arab organizations pay more attention for a serious business environment to achiev greater readiness for self transformation to demonstrate their presence. They started to oderate every aspect relate to their organization’s successes andadapting new leadership behaviors. In this light and moving to Jordan as one of the Arab countries that shares the same values and behaviors (Smith & Ann, 2013). It is one of the developing countries that understand the everchanging requirements of today's complex and highly competitive global market. Jordan strives to create a modern livable state with substantial potential for growth and prosperity. The country possesses highly educated and skilled young population, which is its most valuable resource in any organization. Furthermore, Alkailani et al. (2012) showed in their study that Jordan culture appeared to be a collectivist, and the people emphasize cooperation. This suitis Alkshali & Al Tamimi, (2008) they provided recommendations, including reinforcing transformational leadership style in the management in Jordan. and were agreed with Aboyassien & Najim (2013) when they reveald the need for new leadership practices that should be adopted in the organizations in Jordan. According to the above studies regards the Jordan situation, it is obviously seen that Jordan has a potential to adopt the transformational leadership style. Rijal, (2010) study showed that transformational leadership related to the collectivisms cultural and showed a significant positive correlation between transformational behavior and desirable organizational and individual outcomes which enhance both sides at work. Thus, based on the above studies regarding Jordanian case our study will try to examine how transformational leadership behavior could have a relationship with organizations performance in Jordanian universities. IV. Theory and Hypothesis Based on the charismatic leadership theory or the transformational leadership theory (Shamir et al., 1993), Podsakoff & MacKenzie (1996) showed that there is a positive relationship between the leader’s transformative behavior and employees attitudes, and found a significant link between the transformational behavior and employees attitudes. From the other hand Cannella & Monro (1997) asserted that the Transformational behavior has an important role towards employees in the organizations. Bass & Riggio (2006) agreed that the transformational leader is mostly related with the main four aspects or behaviors which are the inspiration, the influences, the ability to move followers and employees, emphasizing strength, trustworthy, and determining performance requirements to achieve goals. As for Diaz (2011) showed the most important role for the transformational leadership behavior is to motivate employees and direct them toward high achievements by letting them feel good and confidence in their job. Leaders in the organizations tend to motivate their employees by sharing with them the ideas, and knowledge, keep them trained and enhancing their skills toward work and performance. According to McCleskey (2014) showed that leaders’ transformative behavior is one of the most contemporary theory. And it is described by the leaders’ abilities influence their employees , making them aware

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International Journal of Management & Business Studies


to their tasks and o emphasize their strength towards organization performance (Bass & Avolio 1993) In fact this behavior is one of the rooted theories that came from Ohio state university and the university of Michigan. A. Transformational Leadership- Relation Oriented Yukle, (2011) showed that the transformational behavior has emerged from the social relations when one or more person involve with other This behavior has a stronger impact than other leadership behaviors on employees and performance when the CEO influences his organization performance through his desire to do something unique, by keep working on changing everything (Kets & Korotov 2010). The transformational behavior showing that leaders’ desires are not limited to, instructions and orders only, but also they have the sense of inspirations, influences and motivation (Tichy& Cohen, 2002). Thus, the transformational leadership behavior is an influence process which is working towards achieving the organization’s vision. Van (2008) The transformational leadership behavior depends on the leader’s ability to convey his organization’s vision by inspiring his/ her employees, set the requirements’ tasks for the long term goals, motivate employees and satisfy their needs at work, and emphasizing the social interpersonal skills. Leader’s behavior includes the 4 main I’s (Bass& Avolio, 1997) which are: (1) Idealized influences, (2) Inspiration motivation, (3) Intellectual stimulation, (4) Individual consideration For the Idealized influences: this role is defined by the leaders’ charisma and their behavior in a certain way how leaders effects others (Cemal et al, 2014), and their ability to demonstrate an outstanding talent, use the admirable to reflect their important values. The Inspiration motivation role refers to how leaders being optimistic towards future and express confidence towards the goals when they articulating the organization’s vision, set statements , goals and the required tasks and create the controversial situation to stir challenge. In the Intellect simulation role refers to the leaders’ challenges the obstacles, risks and trying to raise ideas and solving problems in many different ways to get the best solution, this role require from leaders to listen to their employees suggestions and opinions . Finally the Individual consideration role is when the leader being like a monitor, teaches and aware to his employees working needs, building trust and understanding their aspects of strengths and weakness at the work place. Therefore transformational leadership according to the aggregated definitions (Burn, 1978; Yukl, 2010; Wanger, 2010) is the leader’s ability to motivate and inspire others with his/ her outstanding talents, looking to his employees needs , share values and ideas and motivate them by expressing confidence and being optimistic to the future vision. Through these transformational behaviors; leaders are able to communicate the organization’s vision with their employee’s skills and abilities (Li et al, 2014). It is known that employees in the organizations are influenced with strong leaders who are able to deliver their values and assumptions through their inspiration. In summary, we aim to contribute to a further understanding of this transformational behavior processing and how this behavior has main roles toward organizations’ performance mediated by the employees’ attitudes. B. The Transformative Behavior, Employees, and Organizational Performance Leadership and employee attitudes forming a critical issues for the survival and have a positive relationship with the organizations w w w. i j m b s. c o m


performance (Schleicher et al., 2004), employee attitudes is influenced with many aspects and leaders can affect their employees to work more than required, especially when employees share value, and feel justice they will be more likely to corporate and affect organization performance (Wang et al., 2011). That’s why we are arguing that employees are affected by their CEO’s or leaders’ behaviors. In addition, we assume this will keep them satisfied toward their organizations for high organizationalpefirmanc. Many studies (e.g), (Walumbwa, 2007; Janssen ,2011; Cemal, et al., 2014) showed that employee’s attitudes are affected positively by the organization’s leadership when they viewed their manager more transformational, collaborator, honesty, supportive and justice, which lead us to mediate employee’s attitude between their leaders and the universities performance, and when supervisors perceived to be transformational and supportive for employee they will feel encouraged to carry out high activities at work which might effect the student and attract a grate oppertonities. Thereby we expect that transformational leadership behavior will be linked with employee’s attitudes and through this positive attitude to the organizations performance particulary the universities performance. Based on the above discussion our hypotheses are: Hypothesis 1. There is a statistically relationship between CEOs transformational behavior and employees’ positive attitudes toward organizations. Hypothesis 2. There is a statistically relationship between the CEOs transformational leadership behavior and Organization’s performance when mediate employees attitudes. In linking the CEO’ behavior to organizations performance we will have a look over employees attitudes who are continuously working with their top managers (Dean) in the universities. believing that employees in the middle management, are those managers who have a chance and the ability to reflects their top managers’behaviors, attitudes and their actions, since they are responsible to keep working with the top managers to provide them with information and carrying out the required tasks (Schilit, 1987; Wang et al., 2011), and through the positive attitudes employees in the middle management will have an interests to help the top management in achieving the required and the essentials tasks toward their work achievements to enhance the organization performance, so we will test the above hypotheses using the teaching stuff who are mostly effected by their managers (Deans) in Jordanians universities so they can evaluate their behaviors. Jordanian universities operating in an environment that is facing a rapid changes that requires from leaders to proceed by modernizing, adapting and develop leadership behavior to face these challenges. V. Methods The sample used to our study drowns from the teaching stuff in the Jordanian universities they were 100 respondant from different departments in different universities. We received answered surveys from 70 respondant. Our study instrument depends on distributing a questionnaire in person to collect the required data from the respondents .This questionnaire was built upon the literatures. Our first paper of the questionnaire was designed to gather demographic data regarding the respondents, and the second paper was about the midlle mangers transformational behavior w w w. i j m b s. c o m


variables and its items. 100 surveys have been distributed and 70 were received and subjected for the analysis. We aimed to study the universities in Jordan for two resons: first: Jordan is facing a very rapid change in the economy and believes that this inductive approach could help to discover the transformational behavior in Jordan more deeply under the shadow of these circumstances. Second: though Jordan as one of Arab countries which in the same time experience some mutual values, the country, culture indicated high collectivism dimension which encouraging team working, which emphasizing the transformational leadership behavior (Rajil, 2010) A. Data Collection Methods 1. Primary Source: The study questionnaire that was designed and distributed to sample subjects. 2. Secondary Sources: Books, references, previous studies on that handle study topic. Thus, after reviewing the literatures and had a discussion with the respondent, the transformational leadership variables and its items was as the following ; as for the Idealized behavior its items were (1) Talking about important values. (2) Having a strong sense of purpose. (3) Talking about trust. (4) Ability to affecting others. (5) Consider moral and ethical implications. (6) Create a strong emotional environment. (7) Show example for the commitment to the team work.(8) Respecting for individual diversity . Inspirational and motivation variable was (1) Being optimistic about the future. (2) Provide an existing image of what is essential to consider.(3) Set the required tasks reliability. (4) Express confidence that goals will be achieved. (5) Using effective communicating personality skills. (6) Motivate employees that goals will be achieved. Intellectual simulation (1) Always seeks different perspectives. (2) Looking into the problem from many different sides. (3) Encouraging nontraditional thinking.(4) Encourage re-thinking for idea which has never discussed before. (5)Creating problem awareness. (6) Helping employees to be more creative. Individualized consideration (1) Specifying a time for teaching. (2) Treat an employee rather than a member in the group. (3)Understanding individuals have different needs. (4) Promote self development. (5) Listening to employees concerns and needs. (6) Empowering employees to face the hard tasks total items was (24). And each item was measured depending on Likert scale which is ranging from1 (strongly disagree) and 5 (strongly agree) to understand whether CEO’s applying the transformational behavior in Jordanian universities. The managers then completed the survey. After a discussion a similar item were also removed in each variable. The forth variables were labeled as the following: Idealized behavior (8 items). Inspirational (5items). Intellectual simulation(5 items). Individualized consideration (6 items). The four variables were capturing the transformational leadership behavior and they are closets to (Bass & avolio, 1993) items. Through these items it was showed that CEOs have a direct effect on employee’s attitude. B. Measures The transformational leadership behavior items were measured using the 24item by evaluating the middle managers ( Dean) behavior in each university which were resulting from the scale development study. The teaching stuff were asked to indicate their leaders ( Dean) behavior by using a five – point scale - it is the extent to which they observe their CEO. The scale ranged from 1 (strongly disagree) to 5 (strongly agree). International Journal of Management & Business Studies 41



There is a lack of getting the financial data therefore similar to any other researcher (tsui et al 2003). The data was provided by the CEO based on a survey which was sent to them. As known these variables can’t be taken easily since some CEOs answers where they have no accurate data. In this study, the researchers used one measure of employees’ attitudes since the variable contained (6 items) reflecting employees’ attitudes toward their organization and this aspect reflects employees’ job satisfaction and their behavior, this behavior is assumed to have a relation with organization performance as a whole. C. Reliability Test A Cronbach Alpha coffecient has been used as in table (1)to ascertain instrument reliability. The value was 0.965 for the questionnaire. All values are accepted since they are more than 60% (Malhotra, 2004), as shown in the following Table: Table 1: Reliability Test Variable Idealized Behavior Inspirational and Motivational Intellectual Simulation Individualized Consideration Employees attitudes

α 0.892 0.838 0.788 0.882 0.802

2. Analysis and Discussion The average age of the CEOs was (39 year) (SD = 3.33) and their organizations tenure was (8) (SD =3.87). The educational level of the CEOs is Master degree (SD = 3.11) and 88% were males. Table 2: Means and Standard Deviations for sample’s responses toward Idealized Behavior (ID) of the Dean evaluated by the teaching stuff

1. Talking about important values 2. Having strong sense of purpose 3. Talking about trust 4. Ability to affect others 5. Consider moral and ethical implications 6. Create a strong emotional environment 7. Showing examples to the commitment to the team work team 8. Having a strong sense of purpose Grand Mean

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3.9500 3.9250 3.6000 3.9000 3.9750 4.0250

Std. Deviation .87560 .88831 .84124 .81019 .80024 .57679

4.3250

.65584

4.0750 3.9719

.88831 .60347


Table 3: Inspirational and Motivational (IM)

4.3500 3.9000 4.1250

Std. Deviation .66216 .77790 .75744

4.2250

.42290

3.9250 4.1050

.85896 .55468

Mean 9. Being optimistic about the future 10. Set the required tasks reliability 11. Express confidence toward goals 12. Using effective communication skills 13. Always motivate employees Grand Mean

This Table 3 indicates that there are positive attitudes toward all questions because their means are more that the mean of the scale (3). The grand mean also reflects that there are positive attitudes toward all the questions. The status of Being optimistic about the future was seen the most that reflects the IM which the means is seen (4.3500)

1. Statistical Treatment Methods To analyze the collected data through the questionnaire, “SPSS” statistical packaging program has been used. The following statistical methods have been used: • Frequencies and percents • Means and standard deviations • Multiple Regressions. • WLS Regression test

Mean

Table 2 indicates that there are positive employees attitudes toward the above questions because their means are more than the virtual mean (3). The grand mean also reflects that there are positive attitudes toward all questions. Moreover the mean of the ID behavior in statement of showing examples of the commitment to the team work team was seen 4.3250 which indicate that the ID behavior mostly seen in showing examples for the commitment to the team work team.

Table 4: Intellectual Simulation (IS) Mean 14. Always seeks different perspectives 15. Looking to the problem from many different sides 16. Encouraging nontraditional thinking 17. Creating problem awareness 18. Helping employees to be more creative Grand Mean

Std. Deviation

3.9500 .93233 4.0500 .74936 4.1750 .84391 4.3750 .54006 4.4250 .78078 4.2200 .56894

This Table 4 indicates that there are positive attitudes toward the above questions because their means are more than the virtual mean (3). The grand mean also reflects that there are positive attitudes toward all the questions. And the IS was seen in Helping employees to be more creative which has a mean of 4.4250 Table 5: Individualized Consideration 19. Specifying time for teaching 20. Treat employee friendly 21. Understanding that individuals have different needs 22. Promote self development 23. Listening to employees concerns and needs 24. Empowering employees to face the hard tasks Grand Mean

Mean 4.3500 3.9500

Std. Deviation .53349 .98580

4.0750

.99711

4.0750

.72986

4.1500

.97534

4.5250

.50574

4.1875

.64626 w w w. i j m b s. c o m



This Table 5 indicates that there are positive attitudes toward the above questions because their means are more than the virtual mean (3). The grand mean also reflects that there are positive attitudes toward all the questions. The Empowering employees face the hard tasks has mean of 4.5250 Table 6: Employee’s Attitudes Mean

Std. Deviation

25. My pay is competitive with other places I could work with

3.9500

.87560

26. I receive the information I need regarding my work

3.7750

.99968

27. I am always trained for new tasks

4.1250

.79057

28. I believe the organization’s vision drive the decisions that are made

4.3500

.73554

29. The organization provides opportunities for my growth

4.2750

.67889

30. I am really satisfied with my supervisor

4.4375

.61172

Grand Mean

4.1542

.55903

VI. Hypotheses Testing A. The First Main Hypothesis Hypothesis. 1 There is no statistically significant relationship between CEOs transformational behavior and employees attitudes toward organizations. Table 8: Test of Hypothesis (1)

This Table 6 indicates that there are positive attitudes toward the above questions because their means are more than the virtual mean (3). The grand mean also reflects that there are positive attitudes toward all the questions. Employees are treated well with means of 4.4375 D. Co-linearity Statistics Test Multi-colinearity between independent variables is checked using Colinearity statistics: Tolerance and Variance Inflation Factor (VIF). Tolerance is the amount of variance in an independent variable that is not explained by other independent variables. VIF measures how much the variance of the regression coefficient is inflated by multicollinearity. The minimum acceptable cutoff value for tolerance is typically (0.10). The maximum acceptable cutoff value for the VIF is (10). In other words, to indicate no problem with multicollinearity tolerance value should not be less than (0.10) while VIF value should not be more than (10). (Belsley, et al. 2005). Table 7: Co Linearity Statistics Test

Multiple regression is used to test this hypothesis, the results of regression the independent variables against employees attitudes toward organizations. Table above shows that F calculated value is (370.799) which is significant at (0.05) level. Thus, the null hypothesis is rejected. So there is a statistically significant relationship between CEOs transformational behavior and employees’ positive attitudes toward organizations. Moreover the value for each independent variable is significant at 0.05 levels, which mean there is a significant effect of each variable on the dependent variable.

Tolerance

VIF

Idealized Behavior

.270

3.700

Inspirational and Motivational

.195

5.135

B. The Second Major Hypothesis Employees’ attitudes towards organization will mediate the relationship between the CEOs transformational leadership behavior and Organization’s performance WLS regression is used to test this hypothesis, the results of regression the independent variables against employees’ attitudes toward organizations.

Intellectual Simulation

.112

8.913

Table 9: Sales Growth

Individualized Consideration

.210

4.770

Model

Collinearity Statistics

VIF values in the table above for each independent variable is less than 10, with tolerance ranges between (0.112 – 0.27). This means that there is no occurrence for any multicollinearity problem between the independent variables. w w w. i j m b s. c o m

Model 1

Sum of Squares Regression 92.152 Residual 149.998 Total 242.150

Df 4 35 39

Mean F Square 23.038 5.376 4.286

Sig. .002a

International Journal of Management & Business Studies 43


F value is (5.376) which is significant at (0.05) level. Thus, the null hypothesis is rejected. So that Employees’ attitudes towards organization is mediate the relationship between the CEOs transformational leadership behavior and sales growth Table 10: Return on Assets ROA Sum of Mean Df F Sig. Squares Square 1 Regression 67.049 4 16.762 5.696 .001 Residual 103.004 35 2.943 Total 170.052 39 WLS regression is used to test this hypothesis, the results of regression the independent variables against employees’ positive attitudes toward organizations F value is (5.696) which is significant at (0.05) level. Thus, the null hypothesis is rejected. So that Employees’ attitudes towards organization mediate the relationship between the CEOs Chife excutive offsire transformational leadership behavior and return on assets ROA Model

Table 11: Return om Investment ROI Sum of Mean Squares Df Square F Sig. Regression 54.373 4 13.593 4.143 .007a Residual 114.832 35 3.281 Total 169.205 39 WLS regression is used to test this hypothesis, the results of regression the independent variables against employees’ positive attitudes toward organizations F value is (4.143) which is significant at (0.05) level. Thus, null hypothesis is rejected. So that Employees’ attitudes towards organization will mediate the relationship between the CEOs transformational leadership behavior and ROI Model 1

VII. Discussion and the Theoretical Implication Our study showed the CEO’s transformational leadership behavior in the universities of Jordan. First, the results of the research showed that the transformational leadership behaviors are related with employees’ attitude and this agreed with the researchers. The results also indicated that the (CEO) in the universities can obtain high performance by creating positive relations with their employees, when the CEO being transformational and considers his employees as a main asset for achieving high performance. Moreover, the results revealed that leaders’ behavior has a significant influence over his/ her employee’s satisfaction which in return this affects organizational performance. The current research focused on the managers who are mostly related with the CEO in the universities to show to the extent of the transformational behavior is applied by their CEO’s and to which extent these managers ( Dean) can transfare their CEO behavior towards the teaching stuff for getting high organizational performance. The surveyed employees in this study were the teaching stuff since the teaching stuff have the ability to observe their faculety dean behavior more than employees in lower management. Furthermore, Deans in the faculity would could deeply affected by the CEO behaviors. In fact, this would lead us on several questions such as; will the employees who are working in the lower management could judge their leader or manager as the way the middle managers did. Future studies could show the effect of these dimensions in some other sectors, to compare to

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which extent these transformational behaviors are working in the organization swards both the performance and the employees. A. Conclusion and Contribution of the Study The study provides many contributions to the future research. First, the study provided an indicator of the importance of the CEOs transformational leadership to employees in the middle management and organizations’ performance. Second the study used the mediating role that enhanced the role of the transformative behavior towards employees and which is the most important behavior that has an influence over the employees for achieving high performance. Third the study showed to which extent Jordan as a developing country is applying the transformational leadership depending on some cultural aspects. Despite of many researches attempts to understand how transformational leadership behaviors still have no final and fixed knowledge for this behavior. References [1] Aboyassien, N., Najim, A.,"The effect of ineffective leadership on individual and organizational performance in Jordanian institutions", Vol. 23, Issue 1, pp. 68-84, 2013. [2] Alkailani, M., Azzam, I., Athamneh, A.,"Replicating Hofstede in Jordan: Ungeneralized", Reevaluating the Jordanian Culture International Business Research, Vol. 5, No. 4, April 2012. [3] Alkshali S., Al Tamimi F.,"Impact of the Leadership style on Organizational learning field of study manufacturing companies- Jordan", Jordan journal business, Vol 4, No. 2, 2008. [4] Bass, B. M., Avolio, B. J.,"Transformational leadership: Aresponse to critiques", In M. M. Chemers & R. Ayman (Eds.), Leadership theory and research: Perspectives and directions, (pp. 49–80). San Diego, CA: Academic Press, 1993. [5] Bass, B. M., Riggio, R. E.,"Transformational leadership (2nd ed.)", New York, NY: Psychology Press, 2006. [6] Becker, K., (2014),"Islam and Business: Cross-Cultural and Cross-National edited by Kip Becker", PhD (Vol. 4, No.) Kip Becker editor. p. cm. ... Published 2014 by Routledge . (book) 51. Ferraro, G. P. (2002). “The Cultural Dimension of International business” 4th ed. New Jersey, USA: Prentice Hall [7] Belsley, D. A., Kuh, E., Welsch, R. E.,"Regression Diagnostics: Identifying Influential Data and Sources of Collinearity", (Vol. 571). John Wiley and Sons, 2005. [8] Boussif, D.,"Decision-Making Styles of Arab Executives: Insights from Tunisia University of Central Lancashire", Merseyside, UK Vol. 2010, pp. 10, 2010. [9] Bass, B.M., Avolio, B.J. (Eds.).,"Improving organizational effectiveness through transformational leadership", Thousand Oaks, CA: Sage Publications, 1994. [10] Cannella, A. A., Jr., Monroe, M. J.,"Contrasting perspectives on strategic leaders: Toward a more realistic view of top managers", Journal of Management, 23, pp. 213−238, 1997. [11] Carpenter, M. A., Fredrickson, J. W.,"Top management teams, global strategic posture, and the moderating role of uncertainty", Academy of Management Journal, 44, pp. 533−545, 2001. [12] Cemal, Z., Busara, M., Erkut, A., Yasin, S., Songul, Z., "Charismatic Leadership and Organizational citizenship behavior the mediating role of ethical climate", Social w w w. i j m b s. c o m


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Ruba Hawi received her B.S. degree in Management from Hashemite university, Jordan, in 2002, the M.S. degree in management from Amman Arab University in Jordan, in 2012, and continuing the Ph.D. degree in Management and business administration in University of USEK Holy spirit university of Kaslik. As she was a teaching assistant, lecturer, with Department of Basic Courses in the business faculty in Isra'a University, in 2013. At present, she is studying PHD degree in Lebanon and expected to finish in 2017. TAREQ NAEL HASHEM received P.HD. Marketing from Amman Arab University (For Graduate Studies) (2006) He has the following experience: Investment and finance officer in Islamic International Arab Bank (6/1999-2/2000), Marketing Manager in Tabarak International Group (10/2000 – 10 /2002). Assistant Professor at Petra University (1/2/2007 - 31/8/2007), Assistant Professor in Philadelphia University (2/9/2007 - 12/9/2012), Associate Professor in Philadelphia University (13/9/2012 - 31/8/2014), Associate Professor in Al-Isra University (16/9/2014- up to now) Dr. Tareq has Memberships in: Permanent Member Senior Consultant For Development programs(EABAFF) in European Arab Business Fellowship Foundations.(2007-up to now), Member in EMBRI/EMAB &Emerald (EMAB Associate Fellow- AFEMAB),Membership in American Association of International Researchers (AAIR), Member of European Marketing Academy (EMAC), Member in European Institute for Advanced Studies in Management (EIASM), Member in International Corporate and Marketing Communication Association (ICMCA), Member in European Retail Academy and Member of IGI Global Editorial Advisory Review Board.

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