The Relationship between Transformational Leadership Style and Psychological Empowerment of Department of Education Employees in Golestan Province

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1 International Research Journal of Management Sciences. Vol., (5), , 2016 Available online at ISSN X 2016 The Relationship between Transformational Leadership Style and Psychological Empowerment of Department of Education Employees in Golestan Province Esmaeil Arekhi, Abdol Azizi Paghe* Department of Management, Aliabad Katoul Branch, Islamic Azad University, Aliabad Katoul, Iran * Corresponding Author pagheh@gmail.com ABSTRACT: The aim of this research was to study the relationship between transformational leadership style and psychological empowerment of Department of Education employees in Golestan Province. This study was applied in terms of purpose and descriptive based on correlational in terms of collecting data performed in the second half of The method of the research was field and the instrument for gathering information was transformational standard questionnaire of Bass and Avolio (2000), empowerment of Spreitzer et al (1988). The sample was 125 people. Structural equation modeling was used to analyze the data. The results showed that there was a significant relationship between transformational leadership and dimensions of (sense of competence, independence, job meaningfulness, a sense of confidence) psychological empowerment and there was not found a significant relationship between transformational leadership and effective feeling. Keywords: Transformational Leadership Style, Psychological Empowerment, Efficiency. INTRODUCTION Transformational leadership is a part of new leadership paradigm and represents a process that transforms and change individuals and this is associated with values, moral features and long-term goals (Doherty, 1996). Assessment of drivers affecting followers, satisfying their needs and treating them as full people are one of the most important functions of this type of leadership. Leadership style of managers is one of the factors that increase efficiency, effectiveness and efficiency of organizations. Appropriate behavioral pattern in any organization creates strong motivation and morale among employees and increase their satisfaction from their job (Mosaddeqzadeh, 2005). One of the factors playing an important role in the effectiveness and the efficiency and productivity of employees in the organization is empowerment of employees. Empowerment means providing freedom for employees to perform their duties well. Managers, who want to empower employees, must be controlled, and put aside limitations and obstacles, they were given them motivation, they are conducted, their behaviors are encouraged. The authors also suggest that able employees enjoy more productivity than unable employees; they have more job satisfaction and more initiatives to spend the day and eventually offer more quality products and services (Abdellahi, 2006). Able people not only benefit from the 319

2 Intl. Res. J. Manag. Sci. Vol., (5), , 2016 possibility of doing some things, but their thoughts are also different about what they had earlier empowerment. Empowerment is not only empowering individuals, individuals may have both the power and are empowered. Although one can empower another person, the person must feel to empower himself. Obtaining power is based on multiple personal factors and job characteristics and in any case, this is a need so that others can recognize your empowerment, follow your leadership and surrender against your influence. In other words, the main source of your power is others, but about empowerment, one can be able even if no one recognizes personal, employment and personality characteristics. The reason for this is that the source of empowerment is within the individuals (Whetten & Cameron, 2002). To achieve this goal, one should form selfteams so that specialist knowledge and skills can be divided. Each team member must assume certain jobs and offer full product or service and administrative tasks such as scheduling, hiring or employment practices, decision-making etc., are performed personally. The teams have decision-making power and resources (such as materials, information, equipment, etc.) at their disposal. Fluid management and leadership, decision-making team, error handling and growing sensitivity toward people who work at the same time are other benefits of self-managing teams (Blanchard, 2008). Education as a key factor in social, economic, cultural and political development has traditionally played a vital role in the sustainability of human society. Educational institutions have gradually realized that they will not be able to respond their increasing demands of education and community in today's complex and difficult situations without expert effective and committed, qualified and loyal human resources. Therefore, the aim of this research was to study the relationship between transformational leadership style and psychological empowerment of Department of Education employees in Golestan Province. METHODOLOGY The research method was descriptive and correlational. The population consisted of all the employees of the Department of Education employees in Golestan Province and 183 people who according to Morgan, 125 subjects were selected randomly which due to lack of possibility of completion of a number of respondents, 10 subjects were distributed. In the stage of the study, after the presentation of preliminary explanation about measuring tool and the purpose of the test, how to answer test for participants was described in detail. On ethical considerations, after obtaining the consent of the people and the necessary awareness, they were assured that information received in this research will be used and will be protected from any abuse. To measure the research variables, the following questionnaires were used below. Transformational leadership: the instrument for measuring data was transformational standard questionnaire of Bass and Avolio (2000) containing 20 questions and based on five-point Likert scale measuring, this is valued (quoted by Taqavi Qaehboulagh, 2009). Psychological Empowerment: In this study, empowerment refers to scores that employees obtain empowerment of Spritzer, Whetten and Cameron questionnaire (2002) containing 20 questions. In the questionnaire, five dimensions of empowerment measures in the form of 20 questions with 5 options (Khanalizadeh & Fani, 2010). This instrument is capable of measuring various dimensions presented in Table 1. Table 1. Dimensions and numbers of questions in the questionnaire of psychological empowerment. Variables competence independence effectiveness meaningful jobs confidence Number of questions Number of questions in the questionnaire Validity of questionnaires was confirmed by professors and experts. For reliability, Cronbach's alpha was used. Findings are presented in Table 2. It can be seen that the questionnaire had good reliability. Table 2. Cronbach's alpha of questionnaire. 320

3 Intl. Res. J. Manag. Sci. Vol., (5), , 2016 Research variable Symbol Cronbach's alpha Transformational leadership TI competence SC independence SI effectiveness FE meaningful jobs MJ 0.76 confidence FC Structural equation modeling was used to analyze the data. RESULTS Descriptive statistics of variables are presented in Table 3. Table 3. Descriptive statistics of variables. Research variable symbol N Minimum Maximum Mean SD Variance Statistic Statistic Statistic Statistic Std. Statistic Statistic Error Transformational TI leadership SC competence SI independence FE effectiveness MJ meaningful jobs confidence FC The results of path analysis are presented in Table. The findings show that the path coefficient for the relationship between transformational leadership and sense of competence is T- Statistics for this factor is also and its value obtained more than the threshold This means that there is a significant and positive relationship between transformational leadership and sense of competency. The path coefficient for the relationship between transformational leadership and sense of independence is T- Statistics for this factor is also and its transformational leadership and sense of independence. The path coefficient for the relationship between transformational leadership and sense of effectiveness is T- Statistics for this factor is also and its value obtained less than the threshold This means that there is not a significant and positive relationship between transformational leadership and sense of effectiveness. The path coefficient for the relationship between transformational leadership and sense of meaningfulness is T- Statistics for this factor is also and its transformational leadership and sense of meaningfulness. The path coefficient for the relationship between transformational leadership and confidence of employees is T- Statistics for this factor is also 2.38 and its transformational leadership and confidence of employees (Table ). Table. The results of the direct relationship and significant coefficients. 321

4 Intl. Res. J. Manag. Sci. Vol., (5), , 2016 Path transformational leadership - Sense of competence of independence of effectiveness of meaningfulness transformational leadership - confidence of employees Symbol TI---SC TI---SI TI---FE TI---MJ TI---FC Coefficient of path t-statistic Result of test Rejected CONCLUSION The aim of this research was to study the relationship between transformational leadership style and psychological empowerment of Department of Education employees in Golestan Province. Findings showed that there was a significant and positive relationship between transformational leadership and sense of competence. To explain these findings, it can be said that the more leaders enjoyed idealized influence and inspirational motivation by including formulation of the vision and determination challenging goals related, the more employees felt they had the capability and expertise needed for a successful work. This result is consistent with the results of Choupany (2011), Khalilinejad (2013), and Sanjeqi (2011). Other findings showed that there was a significant relationship between transformational leadership and sense of independence. To explain these findings, it can be said that transformational leaders have behaviors that motivate his followers so that they can attempt in line with the objectives and organizational interests and they are realized and in this way, people themselves are involved voluntary and informed on their duties to they are involved forcefully. This result is consistent with the results of Mogheli et al (2009). To explain these findings, it can be said that there is not a significant relationship in the population studied transformational leadership style and employees' feelings in the ability to influence environment or results and changes in the process. Other results showed that there was a significant relationship between transformational leadership and sense of effectiveness. To explain these findings, it can be said that Transformational leaders raise needs and motivations of followers and cause an identified change in individuals, groups and organizations. That's why the employees value for the purpose or objectives to which they are employed. Their standard and aspirations appear homogeneous to what they are doing and activity in their value system is important. Other findings showed that there was a significant relationship between transformational leadership and confidence of employees. To explain these findings, it can be said that transformational leadership are those who create high levels, motivation, values and spirit in subordinates by benefiting from the insights and charismatic personality characteristics and subordinates assure that even in a subordinate position, the end result of their work, not harm, that would be justice and peace, and honesty and sincerity are replaced by pretending and mediocrity. This result is consistent with the results of Mogheli et al (2009). Conflict of interest The authors declare no conflict of interest REFERENCES Abdellahi B, Naveh Ebrahim A, Empowerment of employees. Virayesh publication. Blanchard C, Empowerment management of employees. translated by Irannejad Parizi, Mehdi. first edition. Modiran publication. Tehran. Iran. Choupany H, To study the relationship between transformational leadership and organizational innovation orientation. Alborz Insurance Company Case Study. Master Thesis of Tehran University. Iran. 322

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