The Effect of Transformational Leadership on

International Research Journal of Applied and Basic Sciences
© 2015 Available online at www.irjabs.com
ISSN 2251-838X / Vol, 9 (8): 1328-1339
Science Explorer Publications
The Effect of Transformational Leadership on
Employees’ Self-efficacy
Ashraf Shah Mansouri and Mehdi Sokoot Arani
Department Of Management, South Branch, Islamic Azad University, Tehran, Iran
Corresponding Author email: [email protected]
ABSTRACT: The present study aims at identifying the effect of transformational leadership style on
employees’ self-efficacy in Aran & Bidgol municipality, Iran. The research objective is practical and it is
based on the descriptive-casual. Library-based method used for collecting data in literature review and
study of relevant theories. Population of the study was all employees in Aran & Bidgol municipality, 100
persons. Census technique utilized for sampling. For collecting data Bass transformational leadership
questionnaire and Sherer.et al self-efficacy questionnaire were administrated. The questionnaires validity
verified by ten “10” expertise, and their reliability tested based on the Cronbach’s alpha. This investigation
involves six hypotheses in which among them there is only one “1” primary hypothesis in evaluating the
effect of transformational leadership style on self-efficacy of municipality employees. And the other
secondary hypotheses concentrate in exploring the effect of aspects of transformational leadership style
such as perfect characteristics, idealized behaviors, inspirational motivation, intellectual persuasion and
personal considerations of managers on employees’ self-efficacy. Data analysis and the obtained scores
from the administrated tests on variables proved all hypotheses and it showed that transformational
leadership style has a significant effect on Aran & Bidgol municipality employees’ self-efficacy. Among
various aspects of transformational leadership, the perfect characteristics have the most effect and
personal considerations have the least one on employees’ self-efficacy.
Keywords: Leadership, leadership style, Transformational leadership, Self-efficacy, Municipality of Aran
& Bidgol
INTRODUCTION
Today organizations need leaders who could provide the high penetration (influential) power, broad
commitment outlook, and the required passion by their personal characteristics and special attractions for
employees in utilizing their last talent and efforts regarding the realization of organizational goals (Bass & Riggio,
2006). Organizations such as municipalities, by optimum use of all equipment and tools like that of employees’ selfefficacy, are trying to make a greater efficiency of their own organization. It seems that this important point will not
be possible without any suitable leadership style. So, the present study tries to study and identify the effect of
transformational leadership on employees’ self-efficacy of Aran & Bidgol municipality so that it would be regard as
a good step in forwarding the realization of the mentioned issue.
Statement of the problem
Importance of leadership in organizations made the management scholars and researchers to explore the
successful leaders’ characteristics in organizations and to list successful leader specifications in an organization.
Doing so, during the recent decades, several leadership theories and schools have formed and introduced to the
scientific community. One of the most recent theories is referred to the transformational leadership theory. It is the
most modern leadership style which has owned much attention. Many advantages are identified for this leadership
style such as job satisfaction, increasing productivity, and reducing stress among subordinates (Barling, Slater, &
Kelloway, 2000).
Transformational leaderships make a way into the followers' beliefs, values, and goals and leave an
extraordinary impact on their followers. They affect and change the entire organization through their words and
Intl. Res. J. Appl. Basic. Sci. Vol., 9 (8), 1328-1339, 2015
deeds. Followers of these leaders have the sense of trust and loyalty towards their leaders. Transformational
leadership influence is applicable through the words, dialogue, insight and inspiration to others (Moqhly, 2004 ).
On the other hand, to be in line with changes and innovations employees self-efficacy is required. Bandura
(1997) suggests that self-efficacy is a procreator power that regulates human cognitive, social, emotional and
behavioral skills to achieve various objectives effectively. To him, having previous knowledge, skills, and
achievements is not an appropriate predictor of future performance, but believes that human belief about his ability
is effective on performing own functions. "Persons exactly know what to as their tasks and they the skills necessary
to perform their duties, but often have failed to implement appropriate skills" (Bandura A. , 1977)
Considering the central and key role of leaders in advancing the specified goals path and subsistence of
the organization, in order to achieve this objective coordination, association and direct interaction among of all
organizational levels with the leaders are inevitable. Thus, leaders try to adopt different leadership styles
appropriate to the culture and the degree of maturity and development in organizations to provide the organization
creation and the development of self-efficacy (Rad & Ali, 2004). It seems that adopting appropriate style of
leadership in organizations will create a better feeling among staff and then will lead to a greater self-efficacy in
them. The proposed leadership styles through the same literatures in are known as transformational, exchangeable
and non-intervention styles in which the effect of transformational leadership style on self-efficacy of Aran & Bidgol
municipality staff will be assessed.
Significance of the study
Employees who work for transformational leaders are often motivated beyond their official duties to benefit
the organization. In addition, when transformational leadership improves close, warm, supportive and developed
relations, employees will tend to show higher levels of self-efficacy. Generally, employees are less likely to engage
in self-efficacy when supervisors have poor relationships with their employees and become familiar with them very
late, and also when staffs name the supervisors uninformed and irrespective (Zareie, Jandaq, & Tora, 2004).
Self-efficacy leads to a greater effort and perseverance towards obstacles and problems. Self-efficacy
effects the motivation by goal setting. If a person has a sense of high efficiency in a certain field, he sets higher
goals for himself, he is less afraid of failure and in case of failure with the old strategies the new ones will be looked
for by him. But, having a low self-efficacy, the individual completely avoids the task or he does not deal with the
problems and leaves it unsolved, quickly (Bandura, 1997-1993, Zimmerman, 1995, quoted by Woolfolk, 2001).
The municipality is one of the mainstays of urban management in country which is related to the
government agencies (Interior Ministry, provincial governments ...) from one side, and with the citizens and City
Council as the representatives of the of the citizens directly, on the other hand. In such an environment which is
more dynamic than before every day, what attract the most attention are the depression, listlessness, and bored
spirituals of our organization’s employees from their work that is obvious from their speech and behavior in first
sight. Lack of adequate efficacy from the managers’ perspective, poor performance and employees’ try and track
and doing tasks with the view of the task elimination as a major and permanent concern of clients, brings to action
the examination of self-efficacy in Aran and Bidgol municipality. So, the discussion on the effect of transformational
leadership style in self-efficacy is confirmed. One of the other problems in this kind of organization is lack of
expertise and adequate education in which the transformational leadership by developing employees’ individual
skills (personal considerations) could overcome.
Research questions
Main question
Dose transformational leadership style has significant effect on employees’ self-efficacy?
Secondary questions
Do the ideal characteristics of the managers of have a meaningful impact on staff self-efficacy?
Dose the ideal behavior of managers have a meaningful impact on staff self-efficacy?
Is there any significant impact on employee self-efficacy by managers’ inspirational motivation?
Is there any significant impact on employee self-efficacy by managers’ mental encourage managers?
Is there any significant impact on employee self-efficacy by managers’ personal considerations?
Research Hypotheses
Main hypothesis
Transformational leadership style has a significant impact on the employees’ self-efficacy.
Secondary hypotheses
Managers "ideal characteristics" has a meaningful impact on employees’ self-efficacy.
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Managers "ideal behaviors” has a meaningful impact on employees’ self-efficacy.
Managers “inspirational motivation" has a meaningful impact on employees’ self-efficacy.
Managers "mental persuasion" has a meaningful impact on employees’ self-efficacy.
Managers "personal considerations" has a meaningful impact on employees’ self-efficacy.
Population
This study sample consists of all Aran and Bidgol municipality employees, 100 persons.
Sample
In this study in order to enhance the validity of the research, the total size of the population was considered as the
sample, in other words, the census method is used.
Data collection
In this study, a closed questionnaire is used and in questionnaire items was used to assess the main variables the
5 Likert scale (Table 1) were applied.
Table 1. Likert Scale
Str on gl y ag r e e
5
ag r ee
4
N o id e a
3
dis ag r ee
2
Str on gl y d is agr ee
1
Above mentioned questionnaire consists of two major parts
A cover letter: In this section by introducing the subject, the intentions behind the collecting data through
the questionnaire and the importance of respondents’ cooperation are described. For this purpose, the
confidentiality of the obtained data from the questionnaire is emphasized so that respondents answer the offered
questions with no worries.
Questionnaires questions (items): This section of the questionnaire is related to the research variables and
measures them (transformational leadership and self- employees’ efficacy). Variables and questions are given in
table 2.
Table 2, questionnaire questions composition
Question numbering Variables’ dimensions
Questions 1 to 4
Ideal characteristics
Questions 5 to 8
Ideal behaviors
Questions 9 to 12
Inspirational motivation
Questions 13 to 16
Mental persuasion
Questions 17 to 20
Personal considerations
Self-efficacy questions from 1 to 17
variables
Transformational
leadership
Self-efficacy
Questionnaire validity
The content validity of the questionnaire is approved by supervisors, advisor and 10 experts. Expert: The
expert in the study refers to top and middle managers in municipality of Aran Bidgol and Kashan who are over 15
years of management experience and to their academic degree is higher than Bachelor of Arts.
Questionnaire Reliability
Reliability coefficients range is determined from zero (no correlation) to +1 (perfect correlation). A reliability
coefficient indicates that to what extent measurement tools measure the stable or temporary characteristics of the
subjects. One of the most widely used methods for measuring this factor is Cronbach's alpha. This method is used
for calculating the internal consistency of measurement tool that measures different characteristics.
In this study, the Cronbach's alpha and SPSS17 software were used to measure the reliability of the method.
Therefore, an initial sample of 30 questionnaires were pre-tested, and then by using the data obtained from the
questionnaires and utilizing SPSS software the Cronbach's alpha reliability coefficient was calculated. As it is
shown in Table 3 Cronbach's alpha for transformational leadership and employees’ self-efficacy questions confirms
the reliability of the questionnaire.
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Table 3. The variables’ reliability
Number of items
4
4
4
4
4
17
Cronbach's alpha
0/763
0/790
0/867
0/871
0/743
0/895
20
0/938
variables
Ideal characteristics
Ideal behaviors
Inspirational motivation
Mental persuasion
Personal considerations
Self-efficacy
Transformational
leadership
Based on the table above; Cronbach's alpha coefficient for the ideal characteristics is 763/0, 790/0 for the concept
of ideal behavior, for inspirational motivation 0/867, 0/871 for mental persuasion, for concept of self-efficacy0/895,
and 0/937 for transformational leadership. According to the Cronbach's alpha value which is greater than 60/0;
show that the questionnaire has the required reliability.
Data analysis
In the present study SPSS statistical software version 17 was used to evaluate the data. Both descriptive
and inferential statistics were used to analyze the data. In descriptive by using the statistical characteristics such as
frequency, percentage and mean graphs drew, data analyzed and investigated. And in inferential statistics,
Cronbach's alpha was used to test the questionnaire reliability, and regression computation was used for analyzing
the findings of this research hypotheses. Kolmogorov-Smirnov test was utilized to test the normality of all variables.
Then, for main hypothesis a multivariate regression analysis and 5-variable regression applied for sub-hypotheses.
All gathered information of the regression investigated in both cases.
Describing items related to the ideal characteristics
Table 4. The ideal characteristics description
Mean
3/58
Percentage
%7/1
%10/1
%23/2
%36/4
%23/2
Frequency
7
10
23
36
23
Ideal characteristics
Never
Rarely
Sometimes
Often
Always
According to the above table which describes the ideal characteristics, the options have devoted the
following numbers to themselves: “Never” (n = 7 1/7%), “Rarely” (10 persons with 1/10%), “Sometimes” (n = 23
2/23%), “Often” (36 persons with 4/36%), and “Always” (23 persons with 23/2%). Also, mean concept is 58/3 which
is higher than the average point. Regarding the 5-choice Likert scale used in this study the median equals to “3”.
Figure 1. Distribution of the sample according to the ideal characteristics
Describing items related to the ideal behavior
Table 5 the ideal behavior
Mean
Percentage
Frequency
Ideal
behaviors
3/27
%11/1
%15/2
%28/3
%26/3
%19/2
11
15
28
26
19
Never
Rarely
Sometimes
Often
Always
According to the above table which describes the ideal behavior, items allocated the following points to
themselves: “Never” (11 to 1/11%), “Rarely” (15 to 15/2%), “Sometimes” (n = 28 with 3/28%), “Often” (26 to
3/26%), and “Always” (19 to 19/2%). Also, mean concept equals to 3.27 slightly above the average score.
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28 28.3
30
20
10
0
11 11.1
26 26.3
15 15.2
Frequency
19 19.2
Percentage
Figure 1. Distribution of the sample population in terms of ideal behavior
Describing items related to the inspirational motivation
Table 6. inspirational motivation
Mean
3/36
Percentage
%8/1
%18/2
%26/3
%22/2
%24/2
Frequency
8
18
26
22
25
Inspirational motivation
Never
Rarely
Sometimes
Often
Always
According to the above table which describes the concept of inspirational motivation information given as
following: “Never” (8 persons with 1/8%), “Rarely” (18 persons with 2/18%), “Sometimes” (26 persons with 3/26%),
“Often” (22 persons with 2/22%), and “Always” (25 persons with 2/24%). Also, mean is equals to 36/3 slightly
above the average point.
40
20
8 8.1
18 18.2
26 26.3
22 22.2
25 24.2
Sometimes
Often
Always
0
Never
Rarely
Frequency
Percentage
Figure 2. Distribution of the sample population in terms of inspirational motivation
Describing items related to the mental persuasion
Table 7 mental persuasion
Mean
0/03
Percentage
%11/1
%03/0
%9/1
%64/5
%10/1
Frequency
11
03
9
64
10
Mental persuasion
Never
Rarely
Sometimes
Often
Always
According to the above table which defines the concept of mental persuasion items has devoted the
following totals: “Never” (11 people with 11/1%), “Rarely” (20 with 20/2%), “Sometimes” (9 with 9/1%), “Often” (46
with 46/5%), and “Always” (13 with 13/1%). The mean value of this subject equals to 3/30 which is higher than the
median.
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4646.5
60
40
20
0
1111.1
2020.2
frequency
1313.1
9 9.1
percentage
Figure 4 Distribution of population in terms of ment al persuasion
Describing items related to personal considerations
Table 8 personal considerations
Mean
0/46
Percentage
%6/3
%16/1
%11/0
%60/6
%00/0
Frequency
6
16
11
60
00
Personal considerations
Never
Rarely
Sometimes
Often
Always
According to the above table which describes the concept of personal considerations items owned the
following scores: “Never” (4 people with 0/4%), “Rarely” (14 with 1/14%), “Sometimes” (17 with 2/17%), “Often” (42
with 4/42%), and “Always” (22 with 2/22%).
60
40
20
0
42 42.4
4
4
14 14.1
frequency
22 22.2
17 17.2
percentage
Figure 5. Distribution of the sample population according to the personal considerations
Describing items related to the self-efficacy
Table 9. Self-efficacy description
Mean
0/16
Percentage
%8/1
%15/0
%61/6
%05/0
%13/1
Frequency
8
15
61
05
13
Self-efficacy
Never
Rarely
Sometimes
Often
Always
According to the results from the table above which describes concept of the self-efficacy the following
scores are available: “Never” (8 persons 8/1%), “rarely” (15 persons 15/2%), “Sometimes” (41 persons 41/4%),
“Often” (25 persons 25/3%), and “Always” (10 persons 10/1%). Also, mean is equals to 3/14 slightly above the
average point.
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50
8 8.1
15 15.2
41 41.4
25 25.3
10 10.1
0
frequency
percentage
Figure 6. Distribution of population in terms of self-efficacy
Normality test
Table10. Variables normality test and research frameworks
Kolmogorov
-Smirnov Z
Asymp. Sig.
(2-tailed)
Mean
Std.
Deviation
Absolute
Positive
Negative
Selfefficacy
Transformation
al leadership
Ideal
characteristic
s
Ideal
behaviors
Inspirational
motivation
Mental
persuasio
n
Personal
consideration
s
3.881
3.599
1.118
3.930
3.843
1.989
1.849
3.603
3.845
3.105
3.089
3.653
3.341
3.310
0.68
0.05
0.66
0.01
0.00
0.01
0.56
3.130
3.800
3.891
3.946
1.366
1.395
3.953
3.389
3.355
- 3.389
3.343
3.301
- 3.343
3.118
3.345
- 3.118
3.391
3.350
- 3.391
3.381
3.341
- 3.381
3.033
3.136
- 3.033
3.188
3.395
- 3.188
Regarding the value 0/881 in self-efficacy variables normality test, we conclude that this value with the
significance level of (0.420) which is more than 0.05 confirms the H0 hypothesis that introduces the normality.
Regarding the transformational leadership variable normality test 0.599, it proves that this value with the significant
level of (0.865) greater than 0.05 approves the H0 hypothesis that introduces the normality.
Concerning the value 1.178 in ideal characteristics variables normality test, we conclude that this value with the
significance level of (0.125) which is more than 0.05 confirms the H0 hypothesis that introduces the normality.
Regarding the ideal characteristics variable normality test 0.903, it proves that this value with the significant level of
(0.389) greater than 0.05 approves the H0 hypothesis that presents the normality.
In relation to the value 0.860 in inspirational motivation variables normality test, we conclude that this value with the
significance level of (0.450) which is more than 0.05 confirms the H0 hypothesis that introduces the normality.
Regarding the inspirational motivation variable normality test 0.903, it proves that this value with the significant
level of (1.989) greater than 0.05 approves the H0 hypothesis that presents the normality.
Regarding the value 1.869 in personal considerations variables normality test, we conclude that this value with the
significance level of (0.072) which is more than 0.05 confirms the H0 hypothesis that introduces the normality.
Main hypothesis
Transformational leadership style has a significant effect on employee self-efficacy.
Table 11. Self-efficacy and transformational leadership Regression model
Coefficient, correlation
3.965
determination coefficient
3.890
Adjusted determination coefficient
3.890
Error standard deviation
3.001
Durbin Watson
1.513
The correlation between self-efficacy and transformational leadership is equal to 0.945. The determination
coefficient 0/893 and the value show that 89% percent of changes in self-efficacy are related to the
transformational leadership variable. Since it does not consider this amount of freedom degree, the modified
determining coefficient use for this purpose that in this test it equals to 0/892. Concerning that Durbin Watson
Statistic is higher than the standard value of 1.5, as a result, the independency of residuals (errors) are taken to
consideration. Based on the mentioned criteria the model has the required efficiency.
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Table 12. Regression significance by test F
Model
Regression
Remains
Total
One Way Anova
Sum Of Squares Df Mean Square
60.035
1
60.035
9
5.114
3.350
1
9
68.081
8
F
Sig
839.40
5
3.33
3
Concerning the
amount of 809/625 for F
and Sig 0/000, it shows the regression significance at level of 0/95%. The histogram graph on regression confirms
the assumption on residuals (errors) normality. Thus, the estimated linear regression model is accepted.
Figure 7. 1-variable linear regression model Histogram
Table 13. 1-variable regression equation calculation
Un-standardized coefficient
Model
Fixed value
Transformational leadership
B
3.111
3.838
Standardized coefficient
Std.Error
3.398
3.308
The dependent variable: self-efficacy
Beta
3.965
T
Sig
1.901
08.656
3.333
3.333
Variable entered into the regression equation is the main core of the regression analysis which is given in
table above. Equation (model) regression can be calculated by using unstandardized coefficients columns as
following:
Relationship 4.1 Self-efficacy = 0/777 + (0/808)
transformational leadership
Increasing a unit of every independent variable the dependent variable is added to the given coefficient
amount. Or in other words, increasing a unit of transformational leadership, standard deviation will be increased
0/808 unit. As a result, these two variables are positively correlated with each other. The T-test regression
coefficient is shown in Table for independent variable that the value is equal to 0.000 for this variable. As a result,
the transformational leadership has a positive effect on self-efficacy.
Secondary-hypotheses:
Managers "ideal characteristics" has a meaningful impact on employees’ self-efficacy.
Managers "ideal behaviors" has a meaningful impact on employees’ self-efficacy.
Managers "inspirational motivation" has a meaningful impact on employees’ self-efficacy.
Managers "mental persuasion" has a meaningful impact on employees’ self-efficacy.
Managers "personal considerations" has a meaningful impact on employees’ self-efficacy.
For evaluating and proposing a model between self-efficacy (Y) and transformational leadership criteria (X), after
reviewing the adequacy of the model parameters, given in table below, the analyzed model is presented.
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Table 14 regression model between self-efficacy and transformational leadership criteria
Coefficient,
determination Adjusted determination
Error standard
Durbin
correlation
coefficient
coefficient
deviation
Watson
3.940
3.908
3.906
3.195
1.501
The correlation between the self-efficacy and transformational leadership index is equal to 0.963. The
determination coefficient 0/928 is obtained, and this value indicates that 92% of self-efficacy changes are related to
the transformational leadership dimensions. Since, this amount does not consider the degree of freedom, thus
determining coefficient is used for this purpose which in this case it equals to 0/924. Concerning that Durbin
Watson Statistic is higher than the standard value of 1.5, as a result, the independency of residuals (errors) are
taken to consideration. Based on the mentioned criteria the model has the required efficiency.
Table 15. Regression significance by test F
Model
Regression
Remains
Total
Sum Of Squares
66.84
0.53
68.04
One Way Anova
Df
Mean Square
5
8.91
90
3.30
91
F
Sig
005.85
3.333
Considering the amount of 235/85 for F and Sig 0/000, it shows the regression significance at level of
0/95%. The histogram graph on regression confirms the assumption on residuals (errors) normality. Thus, the
estimated linear regression model is accepted.
Figure 8. 5-variable linear regression model histogram
Eigenvalues close to zero shows that the internal correlation estimated values is high and small changes in
the amount of data leads to the changes in the estimated coefficients of the regression equation. Condition indexes
with the value more than 15 indicates the linear probability between the independent variables, and the value more
than 30 represents a serious problem in the regression current situation.
As in the above table all eigenvalues are small, there is a possibility of internal correlation between the
variables. Also, 3 of the indexes are greater than 15 that confirms the possibility of collinearity between
independent variables, but since it is smaller than 30, it represents no serious problem in the regression current
situation.
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Table 16. Regression equation with five variables
Unstandardized coefficient
Model
Fixed value
Ideal characteristics
Ideal behaviors
Inspirational motivation
Mental persuasion
Personal consideration
B
3.815
3.088
3.193
3.168
3.156
3.335
Standardized
coefficient
Beta
Collinearty statistics
T
Std.Error
3.130
8.518
3.366
3.041
4.516
3.364
3.041
6.115
3.308
3.019
5.001
3.366
3.063
0.535
3.300
3.331
3.155
The dependent variable: self-efficacy
Sig
3.333
3.333
3.333
3.333
3.331
3.331
Tolerance
Vif
0.252
0.201
0.465
0.168
0.414
3.972
4.978
2.153
5.947
2.415
Variables in the regression equation considered as the main core of the regression analysis in the table
above. Regression equation can be calculated by using unstandardized coefficient columns as following:
Relationship 4.2
Self-efficacy = fixed value + ideal characteristics + ideal
behavior + inspirational motivation + mental persuasion +
personal considerations
Self-efficacy = 3/815+ 3/088 + 3/193 + 3/168 + 3/156+3/335
Increasing a unit of every independent variable the dependent variable is added to the given coefficient
amount. Or in other words, increasing a unit of ideal characteristics, standard deviation will be increased 3/288 unit.
As a result, these two variables are positively correlated with each other. The T-test regression coefficient is shown
in Table for independent variable that the value is equal to 0.000 for this variable. As a result, the ideal
characteristic has a positive effect on self-efficacy.
By increasing a unit of every independent variable the dependent variable is added to the given coefficient
amount. Or in other words, increasing a unit of ideal behavior, standard deviation will be increased 3/190 unit. As a
result, these two variables are positively correlated with each other. The T-test regression coefficient is shown in
Table for independent variable that the value is equal to 0.000 for this variable. As a result, the ideal behavior has a
positive effect on self-efficacy.
Increasing a unit of every independent variable the dependent variable is added to the given coefficient
amount. Or in other words, increasing a unit of inspirational motivation, standard deviation will be increased 3/148
unit. As a result, these two variables are positively correlated with each other. The T-test regression coefficient is
shown in Table for independent variable that the value is equal to 0.000 for this variable. As a result, the
inspirational motivation has a positive effect on self-efficacy.
Increasing a unit of every independent variable the dependent variable is added to the given coefficient
amount. Or in other words, increasing a unit of mental persuasion, standard deviation will be increased 3/154 unit.
As a result, these two variables are positively correlated with each other. The T-test regression coefficient is shown
in Table for independent variable that the value is equal to 0.001 for this variable. As a result, the mental
persuasion has a positive effect on self-efficacy.
Increasing a unit of every independent variable the dependent variable is added to the given coefficient
amount. Or in other words, increasing a unit of personal consideration, standard deviation will be increased 3/005
unit. As a result, these two variables are positively correlated with each other. The T-test regression coefficient is
shown in Table for independent variable that the value is equal to 0.001 for this variable. As a result, the personal
consideration has a positive effect on self-efficacy.
RESULTS AND DISCUSSION
This study aimed to identify the effect of transformational leadership on Aran & Bidgol municipality
employee’s self-efficacy. During the recent years, several studies have investigated the effect of transformational
leadership on commitment and organizational citizenship behavior, and most of them showed the positive effect of
transformational leadership on the same study variables. But, so far no research has examined the effect of
transformational leadership on employee’s self-efficacy. Therefore, this study cannot be compared to the findings
of the other studies.
According to the findings of the present study, transformational leadership style has a significant effect on
employees’ self-efficacy. The correlation between self-efficacy and transformational leadership indicators equals to
0.963. The determination coefficient 0/ 928 and the mentioned value show that 92% of changes in self-efficacy is
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related to the transformational leadership dimensions. According to the relationship 4-1, the correlation between
the transformational leadership and self-efficacy has been positive in the intended organization. And by increasing
a unit of transformational leadership, self-efficacy standard deviation will be increased to the 0/808. Obtained
results from this test introduce that if transformational leadership in Aran & Bidgol municipality to be increased and
observed more in the organization, employees will also show greater self-efficacy and it will be amplified.
This relationship can be explained as following: transformational leadership can be considered as one of
the best leadership styles that affect subordinates through the development and promotion of the objectives, and
by creating truth feeling make them to act beyond the agreed expectations. And since the self-efficacy refers to the
individual’s belief in own skills and abilities, it can be said that the transformational leadership style makes the
person to have a positive view towards himself and also take the advantages of own skills during working. And thus
transformational leadership will bring the high self-efficacy.
Regarding the secondary hypothesis 1, managers’ "ideal characteristics" has a significant effect on
employee’ self-efficacy, it should be said that the T test results related to the regression coefficient of this
independent variable has been equal to 0.000 and as a result, the ideal characteristics is effective on self-efficacy.
Using the same test in relationship 2-4 it was showed that the effect is positive, and by increasing a unit of ideal
characteristics, its standard deviation will be increased to 0.288. This obtained value has been higher than the
other independent variables. As a result, this variable has the most effect among other independent ones. So, it
can be stated that, firstly, organization employees’ self-efficacy could be increase by increasing the ideal
characteristics of leaders (such as having a high level of ethics, trust, integrity, honesty and purpose), and
secondly, organization managers by increasing their ideal characteristics compared to other variables, increase
employees’ self-efficacy to the highest extent. In other words, we can provide the context for further development of
the organization employees’ self-efficacy by more indication of the ideal characteristics of the leaders.
Concerning the secondary hypothesis 2, managers’ "ideal behaviors" has a significant effect on employee’
self-efficacy, it should be said that the T test results related to the regression coefficient of this independent
variable has been equal to 0.000 and as a result, the ideal behavior is effective on self-efficacy. Using the same
test in relationship 2-4 it was showed that the effect is positive, and by increasing a unit of ideal behavior, its
standard deviation will be increased to 0.190. This obtained value has been higher than the other independent
variables, except the ideal characteristics. And as a result, this variable has the most effect among other
independent ones after the ideal characteristics concept. So, it can be specified that, firstly, our expected
organization employees’ self-efficacy could be increase by growing the ideal behaviors of leaders, and secondly,
organization managers by increasing their ideal characteristics compared to the three other variables, increase
employees’ self-efficacy to the highest extent. That is increasing ideal behaviors of the managers which is the ideal
characteristics façade, Aran & Bidgol municipality employees’ self-efficacy can be developed significantly.
Unfortunately, no study have found on measuring the influence of the ideal behavior on self-efficacy.
About the secondary hypothesis 3, managers’ "inspirational motivation" has a significant effect on
employee’ self-efficacy, it should be said that the T test results related to the regression coefficient of this
independent variable has been equal to 0.000 and as a result, the inspirational motivation is effective on selfefficacy. Using the same test in relationship 2-4 it was showed that by increasing a unit of inspirational motivation,
its standard deviation will be increased to 0.148. As a result, these two variables have a positive effect on each
other. And the more managers and leaders can have inspirational motivation in their behaving; more self-efficacy
can be expected from the employees, because, managers’ inspirational motivation increases employees’ selfefficacy directly and positively. Unfortunately, no study have found on measuring the influence of the inspirational
motivation on self-efficacy.
On the secondary hypothesis 4, managers’ "mental persuasion" has a significant effect on employee’ selfefficacy, it should be said that the T test results related to the regression coefficient of this independent variable
has been equal to 0.001 and as a result, the mental persuasion is effective on self-efficacy. Using the same test in
relationship 2-4 it was showed that by increasing a unit of mental persuasion, its standard deviation will be
increased to 0.154. Therefore, the more managers and leaders in our expected organization can have
subordinates motivated to think about new ways and apply logic in their problems; the more self-efficacy of the
employees increased in the organization. Unfortunately, no study have found on measuring the influence of the
mental persuasion on self-efficacy.
In relation to the secondary hypothesis 5, managers’ "personal considerations" has a significant effect on
employee’ self-efficacy, it should be said that the T test results related to the regression coefficient of this
independent variable has been equal to 0.001 and as a result, the personal considerations is effective on selfefficacy. Using the same test in relationship 2-4 it was showed that the effect is positive, and by increasing a unit of
personal considerations, its standard deviation will be increased to 0.005. This obtained value has been lower than
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the other independent variables, and as a result, this variable has the lowest effect among other independent ones.
That is considering personal considerations towards the employees; however in a very low extent, will have a
positive effect on our expected organization. Unfortunately, no study have found on measuring the influence of the
personal considerations on self-efficacy.
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