The purpose of this research is to examine how transactional and transformational leadership style is used in healthcare organizations in UAE. Culture plays a critical role in organizational learning in the UAE. The effect of culture on organization management can be explained through the use of Hofstede's cultural dimensions theory that defines the framework for communication in cross-cultural societies (Taras et al., 2012). The second part of the paper analyzes the generational gap, their associated characteristics as evident in generation Y. The research was designed and administered to suit a specific age group in UAE. The use of organizational learning in health care context will help in the understanding of the working engagement and explain more of the generational difference. This will ensure there are effective tools and policies put in place to enhance work engagement within the healthcare sector in the country.
Organization learning overview and conceptualization
There is developing pressure and momentum to move proof that is based on interventions into mental health practice. The vast majority of these training settings include a connection between a clinical or case administration supervisor and professionals who give administrations. Regularly in group settings, the clinical supervisor likewise manages work exercises, including directing execution evaluations and other human resource capacities. Leadership is essential in these exercises. Recent work has likewise shown that emotional wellness specialist organizations' states of mind toward receiving proof based practice are related with organizational context and singular individual provider differences. However, in spite of the fact that leadership is held to impact the adoption of the innovations that include evidence-based practices.
Research on leadership is unavoidable in the organizational literature, and research in mental health care administrations recommend that initiative is vital for both for the organizational process and for consumer fulfillment and results. Glisson and Durick (1988) found that more elevated amounts of positive initiative in the human services organization were related to more elevated amounts of authoritative responsibility. A study was carried out to examine mental health services that are available for youth; it found out that organizational climate acted as the bridge between working alliance and leadership. Higher levels of positive organizational climate were associated with positive leadership.
Transformational & Transactional Leadership Styles Conceptualization
Transformational and transactional leadership styles are two all-around considered initiative styles that have been evaluated by the Multifactor Leadership Questionnaire (MLQ) (1995). Transformational and transactional administration traverse both organizational and cultural limits and have been evaluated and approved in various studies. Leadership research with the MLQ has additionally been led in public-sector organizations and mental health care. Transactional and transformational leadership styles vary in different leaders (Bass & Avolio, 1995). The styles are not fully related, but they improve effective leadership.
Transformational leadership is likened to a charming or visionary leader. Transformational leaders move and inspire their followers in ways that go past rewards and reinforcements. Transformational leadership works particularly well in close supervisory connections, contrasted and more distant relationships within the organization. Transformational leadership is thought to expand the follower's intrinsic motivation through the declaration of the value and significance of the goals set by the leaders (Avolio & Yammarino, 2013).
Conversely, transactional leadership is built more concerning "exchanges" between the leaders and their subjects in which the subjects are rewarded for achieving particular goals set by the leaders of the organization (McCleskey, 2014). Therefore, transactional leaderships is more practical as it puts pressure on meeting set targets. An effective transactional leader is one who can identify and reward the correct employees in the right manner to motivate them more.
Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Introduction to, and overview of, transformational and charismatic leadership. In Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (pp. xxvii-xxxiii). Emerald Group Publishing Limited.
Bass, B. M., & Avolio, B. J. (1995). MLQ: Multifactor Leadership Questionnaire for Research: Permission Set. Mind Garden.
Glisson C, Durick M. Predictors of job satisfaction and organizational commitment in human service organizations. Administrative Science Quarterly. 1988;33:6181
McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117.
Taras, V., Steel, P. and Kirkman, B.L., 2012. Improving national cultural indices using a longitudinal meta-analysis of Hofstede's dimensions. Journal of World Business, 47(3), pp.329-341
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