Journal Screenshot

International Journal of Academic Research in Business and Social Sciences

Open Access Journal

ISSN: 2222-6990

The Correlation between Transformational Leadership Sub-Dimension and Enforcement Authority Integrity

Irwan Hardy Borian, Izzie Hadzree Khamis

http://dx.doi.org/10.6007/IJARBSS/v11-i8/10726

Open access

Integrity is crucial to the success of both private and public institutions. Integrity-related issues have become pervasive in government institutions. Corruption in the public sector is said to be endemic in numerous authorities and departments. Failures in governance and effective control of procedures, as well as bad financial management and fraud, will result from a lack of integrity. This scenario has attracted the major concern of this paper to explore the connection between transformational leadership sub-dimensions with enforcement authority integrity. Thus, this article is an early study proposing a research model to examine the correlation between transformational leadership sub-dimension and enforcement authority integrity. This is due to the lack of previous studies about transformational leadership in integrity perspective. This paper will discuss four aspects of transformational leadership namely idealized influence, inspirational motivation, intellectual stimulation, and individual consideration and their correlation with integrity.

Journal Article
Ahmad, N., Nor, N. B. A. M., Ghazali, M. H., Razak, S. A., & Moultone, N. H. (2019). Transformational Leadership Style and Its Relation To Employees Integrity?: Findings From the Study of Government Agency in Malaysia. 1–13.
Ahmad, R. B., Mohamed, A. M. bin, & Manaf, H. B. A. (2017). The Relationship Between Transformational Leadership Characteristic and Succession Planning Program in the Malaysian Public Sector. International Journal of Asian Social Science, 7(1), 19–30. https://doi.org/10.18488/journal.1/2017.7.1/1.1.19.30
Antonakis, J., Avolio, B. J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. In Leadership Quarterly (Vol. 14, Issue 3).
https://doi.org/10.1016/S1048-9843(03)00030-4
Avolio, B., & Bass, B. (2004). Multifactor Leadership Questionnaire (TM). Mind Garden, Inc. www.mindgarden.com
Avolio, B. J., & Bass, B. M. (1995). Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the diffusion of transformational leadership. The Leadership Quarterly, 6(2), 199–218. https://doi.org/10.1016/1048-9843(95)90035-7
Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re-examining the components of transformational and transactional leadership using the multifactor leadership questionnaire. Journal of Occupational and Organizational Psychology, 72(4), 441–462. https://doi.org/10.1348/096317999166789
Avolio, B. J., Waldman, D. A., & Yammarino, F. J. (1991). Journal of European Industrial Training Leading in the 1990s: The Four I?s of Transformational Leadership"Transformational versus servant leadership: a difference in leader focus. Journal of European Industrial Training, 15(4), 9–16.
http://dx.doi.org/10.1108/03090599110143366http://dx.doi.org/10.1108/03090599010135122%0Ahttp://
Barbuto, J. E. (2005). Motivation and Transactional, Charismatic, and Transformational Leadership: A Test of Antecedents. Journal of Leadership & Organizational Studies, 11(4), 26–40. https://doi.org/10.1177/107179190501100403
Bass, B. M. (1985). Leadership: Good, better, best. Organizational Dynamics, 13(3), 26–40. https://doi.org/10.1016/0090-2616(85)90028-2
Bass, B. M. (1997). Does the transactional–transformational leadership paradigm transcend organizational and national boundaries? American Psychologist, 52(2), 130–139.
Bass, B. M., & Avolio, B. J. (1990). Developing Transformational Leadership: 1992 and beyond. Journal of European Industrial Training, 14(5), 21–27. https://doi.org/http://dx.doi.org/10.1108/03090599010135122
Bass, B. M., Avolio, B. J., Jung, D. I., & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2), 207–218. https://doi.org/https://psycnet.apa.org/doi/10.1037/0021-9010.88.2.207
Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181–217.
https://doi.org/10.1016/S1048-9843(99)00016-8
de Graaf, G., Huberts, L., & Strüwer, T. (2018). Integrity Violations and Corruption in Western Public Governance: Empirical Evidence and Reflection from the Netherlands. Public Integrity, 20(2), 131–149. https://doi.org/10.1080/10999922.2017.1350796
DeGroot, T., Kiker, D. S., & Cross, T. C. (2000). A meta-analysis to review organizational outcomes related to charismatic leadership. Canadian Journal of Administrative Sciences, 17(4), 356–372. https://doi.org/10.1111/j.1936-4490.2000.tb00234.x
Den Hartog, D. N., House, R. J., Hanges, P. J., Antonio Ruiz-Quintanilla, S., Dorfman, P. W., Abdalla, I. A., Adetoun, B. S., Aditya, R. N., Agourram, H., Akande, A., Akande, B. E., Akerblom, S., Altschul, C., Alvarez-Backus, E., Andrews, J., Arias, M. E., Arif, M. S., Ashkanasy, N. M., Asllani, A., … Zhou, J. (1999). Culture specific and crossculturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed? Leadership Quarterly, 10(2), 219–256. https://doi.org/10.1016/S1048-9843(99)00018-1
Den Hartog, D. N., Van Muijen, J. J., & Koopman, P. L. (1997). Transactional versus transformational leadership: An analysis of the MLQ. Journal of Occupational and Organizational Psychology, 70(1), 19–34. https://doi.org/10.1111/j.2044-8325.1997.tb00628.x
Dickson, M. W., Smith, D. B., Grojean, M. W., & Ehrhart, M. (2001). An organizational climate regarding ethics: The outcome of leader values and the practices that reflect them. Leadership Quarterly, 12(2), 197–217. https://doi.org/10.1016/S1048-9843(01)00069-8
Eagly, A. H., Johannesen-Schmidt, M. C., & van Engen, M. L. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129(4), 569–591.
Edwards, J. R., Knight, D. K., Broome, K. M., & Flynn, P. M. (2010). The development and validation of a transformational leadership survey for substance use treatment programs. Substance Use and Misuse, 45(9), 1279–1302.
https://doi.org/10.3109/10826081003682834
Felfe, J., Tartler, K., Liepmann, D., & Jörg Felfe, P. (2004). Jörg Felfe, Kathrin Tartler, Detlev Liepmann: Transformational Leadership Advanced Research in the Field of Transformational Leadership. German Journal of Human Resource Research, 3(3), 262–288. http://journals.sagepub.com.ezproxy.ferris.edu/doi/pdf/10.1177/239700220401800302
Fulmer, R. M. (2004). The challenge of ethical leadership. Organizational Dynamics, 33(3), 307–317. https://doi.org/10.1016/j.orgdyn.2004.06.007
Gong, Y. (2009). Employee learning orientation, transformational leadership, and employee creativity: The mediating role of employee creative self-efficacy. Academy of Management Journal, 52(4), 765–778. https://doi.org/10.1108/dlo.2010.08124bad.003
Goodstein, J., Butterfield, K., & Neale, N. (2016). Moral Repair in the Workplace: A Qualitative Investigation and Inductive Model. Journal of Business Ethics, 138(1), 17–37. https://doi.org/10.1007/s10551-015-2593-5
Goodwin, V. L., Wofford, J. C., & Whittington, J. L. (2001). A theoretical and empirical extension to the transformational leadership construct. Journal of Organizational Behavior, 22(7), 759–774. https://doi.org/10.1002/job.111
Grant, A. M. (2012). Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Academy of Management Journal, 55(2), 458–476. https://doi.org/10.5465/amj.2010.0588
Hill, C. W. L. (1990). Cooperation, Opportunism, and the Invisible Hand: Implications for Transaction Cost Theory. The Academy of Management Review, 15(3), 500. https://doi.org/10.2307/258020
Hinkin, T. R., & Schriesheim, C. A. (2008). A theoretical and empirical examination of the transactional and non-leadership dimensions of the Multifactor Leadership Questionnaire (MLQ). Leadership Quarterly, 19(5), 501–513.
https://doi.org/10.1016/j.leaqua.2008.07.001
Huberts, L. W. J. C. (1998). What can be done against public corruption and fraud: Expert views on strategies to protect public integrity. Crime, Law and Social Change, 29(2–3), 209–224. https://doi.org/10.1023/a:1008348803253
Huberts, L. W. J. C., Kaptein, M., & Lasthuizen, K. (2007). A study of the impact of three leadership styles on integrity violations committed by police officers. Policing, 30(4), 587–607. https://doi.org/10.1108/13639510710833884
Igbaekemen, G. O., & Odivwri, J. E. (2015). Impact of leadership style on organization performance: A critical literature review. Arabian Journal of Business and Management Review, 5(5), 1–7.
Izzaz Zahari, A., Said, J., & Arshad, R. (2019). Examining the Link between Ethical Culture and Integrity Violations: The Mediating Role of Integrity Climate. KnE Social Sciences, 2019, 225–243. https://doi.org/10.18502/kss.v3i22.5053
Johari, J., & Yahya, K. K. (2016). JOB CHARACTERISTICS, WORK INVOLVEMENT, AND JOB PERFORMANCE OF PUBLIC SERVANTS. European Journal of Training and Development, 40(5). http://dx.doi.org/10.1108/EJTD-02-2016-
0008%0Ahttp://dx.doi.org/10.1108/EJTD-10-2015-0082%0Ahttp://dx.doi.org/10.1108/EJTD-12-2015-0096
Johari, R. J., Alam, M. M., & Said, J. (2020). Empirical assessment on factors contributing to integrity practices of Malaysian public sector officers. Business Process Management Journal. https://doi.org/https://doi.org/10.1108/BPMJ-06-2020-0297
Judge, T. A., & Piccolo, R. F. (2004). Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity. Journal of Applied Psychology, 89(5), 755–768. https://doi.org/https://psycnet.apa.org/doi/10.1037/0021-9010.89.5.755
Judge, T. A., Woolf, E. F., Hurst, C., & Livingston, B. (2006). Charismatische und transformationale führung: Ein überblick und eine agenda für zukünftige forschungsarbeiten. Zeitschrift Fur Arbeits- Und Organisationspsychologie, 50(4), 203–214. https://doi.org/10.1026/0932-4089.50.4.203
Kanste, O., Miettunen, J., & Kyngäs, H. (2007). Psychometric properties of the Multifactor Leadership Questionnaire among nurses. Journal of Advanced Nursing, 57(2), 201–212. https://doi.org/10.1111/j.1365-2648.2006.04100.x
Kaptein, M. (2004). Business Codes of Multinational Firms: What Do They Say? Journal of Business Ethics, 50(1), 13–31.
http://www.springerlink.com/openurl.asp?id=doi:10.1023/B:BUSI.0000021051.53460.da
Karim, Z. A., Said, J., & Bakri, H. H. M. (2015). An Exploratory Study on the Possibility of Assets Misappropriation among Royal Malaysian Police Officials. Procedia Economics and Finance, 31(15), 625–631. https://doi.org/10.1016/s2212-5671(15)01150-8
Kearney, E., & Gebert, D. (2009). Managing diversity and enhancing team outcomes: The promise of transformational leadership. Journal of Applied Psychology, 94(1), 77–89.
Khalid, M. A., Alam, M. M., & Said, J. (2016). Empirical assessment of good governance in the public sector of Malaysia. Economics and Sociology, 9(4), 289–304. https://doi.org/10.14254/2071-789X.2016/9-4/18
Kolthoff, E. (2016). Integrity Violations, White-Collar Crime, and Violations of Human Rights: Revealing the Connection. Public Integrity, 18(4), 396–418.
https://doi.org/10.1080/10999922.2016.1172933
Lapidot, Y., Kark, R., & Shamir, B. (2007). The impact of situational vulnerability on the development and erosion of followers’ trust in their leader. Leadership Quarterly, 18(1), 16–34. https://doi.org/10.1016/j.leaqua.2006.11.004
Mohamad, M., Daud, Z., & Yahya, K. (2014). Impact on Employees’Good Governance Characterisrtics, the Role of Transformational Leadership As Determinant Factor. International Journal of Science, Environment and Technology, 3(1), 320–338.
Mostafa, G., Claudine, S., & Carmen, R. (2015). The Emerging Role of Transformational Leadership. The Journal of Developing Areas, 49(6), 459–467.
https://muse.jhu.edu/article/586774
Nanjundeswaraswamy, T. S., & Swamy, D. R. (2014). Leadership styles. Advances In Management, 7(2), 57–62. https://doi.org/10.1016/b978-1-84334-658-6.50003-6
Palanski, M. E., & Yammarino, F. J. (2007). Integrity and Leadership:. Clearing the Conceptual Confusion. European Management Journal, 25(3), 171–184.
https://doi.org/10.1016/j.emj.2007.04.006
Parry, K. W., & Proctor-Thomson, S. B. (2002). Perceived integrity of transformational leaders in organisational settings. Journal of Business Ethics, 35(2), 75–96.
https://doi.org/10.1023/A:1013077109223
Schwartz, P. (2000). When Good Companies Do Bad Things. Strategy & Leadership, 28(3), 4–11. https://doi.org/https://doi.org/10.1108/10878570010348530
Seltzer, J., & Bass, B. M. (1990). Transformational Leadership: Beyond Initiation and Consideration. Journal of Management, 16(4), 693–703.
https://doi.org/10.1177/014920639001600403
Stewart, J. (2006). Instructional and Transformational Leadership: Burns, Bass and Leithwoood. Journal of Educational Administration, 1–29.
Van Aswegen, A. S., & Engelbrecht, A. S. (2009). The relationship between transformational leadership, integrity and an ethical climate in organisations. SA Journal of Human Resource Management, 7(1), 221–229. https://doi.org/10.4102/sajhrm.v7i1.175
Victor, B., & Cullen, J. B. (1988). The Organizational Bases of Ethical Work Climates. Administrative Science Quarterly, 33(1), 101. https://doi.org/10.2307/2392857
Weaver, G. R., Treviño, L. K., & Cochran, P. L. (1999). Corporate Ethics Practices in the Mid-1990s: An Empirical Study of the Fortune 1000. Journal of Business Ethics, 18, 283–294. https://doi.org/https://doi.org/10.1007/978-94-007-4126-3_31
Yammarino, F. J., & Bass, B. M. (1990). Tranformational Leaadership anda Multiple levels of Analysis. Human Relations, 43(10), 975–995.
http://hjb.sagepub.com.proxy.lib.umich.edu/content/9/2/183.full.pdf+html
Yasin, G., Nawab, S., Bhatti, K. K., & Nazir, T. (2014). Relationship of intellectual stimulation, innovations and smes performance: Transformational leadership a source of competitive advantage in smes. Middle - East Journal of Scientific Research, 19(1), 74–81. https://doi.org/10.5829/idosi.mejsr.2014.19.1.12458
Yurniwati, & Rizaldi, A. (2015). Control Environment Analysis at Government Internal Control System: Indonesia Case. Procedia - Social and Behavioral Sciences, 211(September), 844–850. https://doi.org/10.1016/j.sbspro.2015.11.111
Zhu, W., May, D. R., & Avolio, B. J. (2004). The Impact of Ethical Leadership Behavior on Employee Outcomes: The Roles of Psychological Empowerment and Authenticity. Journal of Leadership & Organizational Studies, 11(1), 16–26.
https://doi.org/https://doi.org/10.1177%2F107179190401100104
Zhu, W., Newman, A., Miao, Q., & Hooke, A. (2013). Revisiting the mediating role of trust in transformational leadership effects: Do different types of trust make a difference? Leadership Quarterly, 24(1), 94–105. https://doi.org/10.1016/j.leaqua.2012.08.004

Book
Boyett, J. H. (2006). Transformational leadership: The highly effective leader/follower relationship. The Science of Leadership, 1–9.
Bryman, A. (1992). Charisma and leadership in organizations. Sage Publications.
Burns, J. M. (1978). Leadership (1st ed.). Harper & Row.
Cooper, C. L., Dewe, P., & O’Driscoll, M. P. (2001). Organizational stress: a review and critique of theory, research, and applications (1st ed.). Sage Publications Ltd.
GIACC. (2019). NATIONAL ANTI-CORRUPTION PLAN (2019-2023). PRIME MINISTER’S DEPARTMENT.
Heidenheimer, A., & Johnston, M. (2002). Political Corruption: Concepts and Contexts. In Piscataway (3rd ed.). Transactional Publisher.
Jr., P. P. (2019). What It Takes To Be A Leader. In S. Schramek (Ed.), Leadeship As We Know It (Spring 5, p. 166). Winona State University. http://www.winona.edu/library
Kaptein, M., & Wempe, J. (2002). Balanced Company A Theory of Corporate Integrity (1st ed.). Oxford University Press.
LeClair, D. T., Ferrell, O. C., & Fraedrich, J. P. (1998). Integrity Management: A Guide to Managing Legal and Ethical Issues in the Workplace (D. T. LeClair (ed.)). University of Tampa Press.
Northouse, P. G. (2021). Leadership: Theory and Practice (Ninth). Sage Publications.
Pillai, R. (2013). Transformational leadership for crisis management. In A. J. DuBrin (Ed.), Handbook of Research on Crisis Leadership in Organizations. Edward Elgar Publishing. https://doi.org/10.4337/9781781006405
Shaw, R. B. (1997). Trust in the balance: Building successful organizations on results, integrity, and concern. Jossey-Bass.

Online Newspaper Articles
Sundramoorthy, P. (2019). Concerns of corruption among JPJ enforcement officers. Free Malaysia Today.
https://www.freemalaysiatoday.com/category/opinion/2019/04/30/concerns-of-corruption-among-jpj-enforcement-officers/
Tan, R. (2016). 15 officers fired over immigration system sabotage. The Star. https://www.thestar.com.my/news/nation/2016/05/31/15-fired-over-immigration-system-sabotage/
Yusof, F. (2021). 10 cops, 2 MACC officers arrested over Nicky Liow links. Free Malaysia Today. https://www.freemalaysiatoday.com/category/nation/2021/04/27/10-cops-2-macc-officers-arrested-over-nicky-liow-links/

Web Page:
OECD. (2017). Fighting Corruption, Boosting Integrity. OECD.
http://www.oecd.org/general/fightingcorruptionboosting integrity.htm
Transparency.org. (2021). CPI 2020 - Asia Pacific. Transparency International. https://www.transparency.org/en/news/cpi-2020-asia-pacific

In-Text Citation: (Borian & Khamis, 2021)
To Cite this Article: Borian, I. H., & Khamis, I. H. (2021). The Correlation between Transformational Leadership Sub-Dimension and Enforcement Authority Integrity. International Journal of Academic Research in Business and Social Sciences, 11(8), 239–254.